printed by the city of birmingham print shop · pdf fileprinted by the city of birmingham...

Printed by the City of Birmingham Print ShopSteve Pickett, Print Shop Manager

Ernest Chiarella, Print Shop SupervisorDesmond Fox, Senior PrinterMarcel Moorer, Senior Printer

Curtis L. Sumner, Senior PrinterKevin Cleveland, Bindery Worker

Cover designed by Marcus Watts, Graphic Artist, Mayor’s Office

On the cover:The city’s skyline at sunset.

OFFICIAL OPERATING BUDGET FISCAL YEAR

July 1, 2014 – June 30, 2015

William A. Bell, Sr. MAYOR

FISCAL YEARS 2011- 2015

William A. Bell, Sr. MAYOR

ADOPTED JUNE 10, 2014

BY THE BIRMINGHAM CITY COUNCIL

FINANCE DEPARTMENT

J. THOMAS BARNETT, JR., DIRECTOR BARBARA McGRUE, DEPUTY DIRECTOR BETTYE GRIGGS, DEPUTY DIRECTOR

Budget Division

DAMEIN BAITY, PRINCIPAL ACCOUNTANT OTISA WALKER, BUDGET ANALYST DIANA BOLDEN, BUDGET ANALYST

For additional information regarding this budget document contact the Budget Office at (205) 254-2248. This document is available on-line at www.birminghamal.gov/finance/budget.html.

GOVERNMENT FINANCE OFFICERS ASSOCIATION AWARD FOR DISTINGUISHED BUDGET PRESENTATION For the Fiscal Year Beginning July 1, 2013 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Birmingham, Alabama for its annual budget for the fiscal year beginning July 1, 2013. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

OFFICIALS OF THE CITY OF BIRMINGHAM

William A. Bell, Sr., Mayor

CITY COUNCIL

Front Row (L to R): Councilor Pro Tempore James “Jay” Roberson, Jr., District 7; Council President Johnathan Austin, District 5; Councilor Valerie A. Abbott, District 3; Second Row (L to R): Councilor, Sheila Tyson, District 6; Councilor Lashunda Scales, District 1; Councilor Steven W. Hoyt, District 8; Councilor Marcus Lundy, District 9; Councilor Kim Rafferty, District 2; Councilor William Parker, District 4

http://www.birminghamal.gov/citycouncil/district8/

http://www.birminghamal.gov/citycouncil/district8/

DEPARTMENT HEADS

AUDITORIUM .......................................................................................................... Kevin Arrington, Director CITY CLERK .............................................................................................................. Lee Frazier, City Clerk CITY COUNCIL .................................................................................. Cheryl A. Kidd, Council Administrator COMMUNITY DEVELOPMENT ......................................................................................... John Colon, Director EQUIPMENT MANAGEMENT ............................................................................... George R. Rainey, Director FINANCE ...................................................................................................... J.Thomas Barnett, Jr., Director FIRE ......................................................................................................................... Charles Gordon, Chief HUMAN RESOURCES .................................................................................................... Peggy Polk, Director INFORMATION MANAGEMENT SERVICES .................................................................. Srikanth Karra, Director LAW ............................................................................................................... Ralph D. Cook, City Attorney MAYOR’S OFFICE ................................................................................. Erskine R. Faush, Jr., Chief of Staff

Jarvis Patton, Chief of Operations MUNICIPAL COURT ...................................................................................... Andra Sparks, Presiding Judge PLANNING, ENGINEERING AND PERMITTING................................................................. Andre Bittas, Director POLICE ............................................................................................................................. A.C. Roper, Chief PUBLIC WORKS ............................................................................................ M. Stephen Fancher, Director TRAFFIC ENGINEERING .................................................................. Gregory Dawkins, City Traffic Engineer

BOARD DIRECTORS

ARLINGTON .......................................................................................................... Stephen Moode, Director LIBRARY ............................................................................................... Angela Fisher Hall, Interim Director MUSEUM OF ART ...................................................................................................... Gail Andrews, Director PARKS AND RECREATION ........................................................................................... Kevin Moore, Director SLOSS FURNACES ....................................................................................................... John Nixon, Director SOUTHERN MUSEUM OF FLIGHT .............................................................................. Brian Barsanti, Director

TABLE OF C

ON

TENTS

TABLE OF CONTENTS

OFFICIAL OPERATING BUDGET FISCAL YEAR 2015

City of Birmingham, Alabama

-i-

TABLE OF CONTENTS

Page MAYOR’S BUDGET MESSAGE ................................................................................................. 1 REPORT BY COUNCIL FINANCE COMMITTEE ......................................................................... 3 INTRODUCTION AND BUDGET SUMMARY – ALL FUNDS How to Use this Budget Document....................................................................................... 7 Organization of the City of Birmingham, Alabama ................................................................ 9 Relationship Between Organization Structure and Accounting Structure ............................. 15 Responsibilities of the City of Birmingham ........................................................................... 16 Budgetary Goals and Financial Policies ............................................................................... 18 Budget Goals and Policies Addressed in the FY 2014 Budget ............................................. 21 Summary of the Budget Planning Process .......................................................................... 24 Method of Budgeting ............................................................................................................ 25 Budget Amendments ........................................................................................................... 25 Other Planning Processes ................................................................................................... 26 Description of Fund Structure ............................................................................................... 27 Fund Structure by Budgetary Basis ...................................................................................... 32 Key Revenue Assumptions and Trends ............................................................................... 34 Consolidated Financial Overview ......................................................................................... 41 Changes in Fund Balance .................................................................................................... 51 SUMMARY OF GENERAL FUND REVENUES AND APPROPRIATIONS: ................................. 53 GENERAL FUND REVENUES ..................................................................................................... 59 GENERAL FUND APPROPRIATIONS ........................................................................................ 65 DETAIL OF BUDGETED POSITIONS BY FUNCTION: Positions (All Funds): Positions Summary .............................................................................................................. 75 Summary of Position Changes by Function .......................................................................... 82 Appropriations (General Fund): General Government ................................................................................................... 87 07 City Clerk ................................................................................................................ 89 10 City Council ............................................................................................................ 94 13 Community Development ....................................................................................... 100

19 Finance .................................................................................................................. 107 28 Law ........................................................................................................................ 120 31 Mayor’s Office ........................................................................................................ 125 34 Equipment Management ........................................................................................ 133 37 Information Management Services ......................................................................... 138 42 Human Resources .................................................................................................. 144



-ii-

Page Public Safety ............................................................................................................... 153 16 Planning, Engineering & Permits ............................................................................ 155 22 Fire ......................................................................................................................... 167 43 Police ..................................................................................................................... 172

46 Municipal Court ...................................................................................................... 186 49 Public Works .......................................................................................................... 195 52 Traffic Engineering ................................................................................................. 206 Culture and Recreation ............................................................................................... 213 01 Auditorium .............................................................................................................. 215 02 Crossplex at Fair Park ............................................................................................ 220 74 Arlington ................................................................................................................. 227 77 Library .................................................................................................................... 232 80 Museum of Art ........................................................................................................ 241 83 Parks and Recreation ............................................................................................. 249 85 Southern Museum of Flight..................................................................................... 259

88 Sloss Furnaces ....................................................................................................... 265 DETAIL OF CAPITAL OUTLAYS: ............................................................................................... 271 ADDITIONAL OPERATING BUDGETS AND APPROPRIATIONS: General Bond Debt Reserve Fund ....................................................................................... 273 Tax Increment Financing Fund ............................................................................................. 274 Neighborhood Allocations Fund ........................................................................................... 275 Highway Improvement Fund ................................................................................................ 276 Fuel Tax Fund ...................................................................................................................... 277 Storm Water Management Fund .......................................................................................... 278 Corrections Fund ................................................................................................................. 279 Fair Trial Tax Fund ............................................................................................................... 280 Birmingham Fund ................................................................................................................. 281 Alabama Trust Fund ............................................................................................................ 282 Community Development Block Grant ................................................................................. 283 CAPITAL IMPROVEMENT PROGRAM: Capital Improvement Program (Overview) ........................................................................... 287 Impact of On-Going Projects ................................................................................................ 289 Significant On-Going Projects .............................................................................................. 290 Summary of On-Going Projects by Category ....................................................................... 292 Summary of On-Going Projects by Fund .............................................................................. 293 DEBT SERVICE: Debt Management ............................................................................................................... 295 Statement of Debt Service Requirements ............................................................................ 296 FY 2013-2014 Debt Service by Fund ................................................................................... 298 Constitutional Debt Limitation............................................................................................... 302 Debt Ratios .......................................................................................................................... 305



-iii-

APPENDICES: Appendix A-Schedules of General Fund Revenues and Expenditures and Encumbrances: --Budgeted Revenue ............................................................................................................ 308 --General Fund Schedule of Revenues – Budget and Actual FY 2014 ................................. 313 --General Fund Schedule of Expenditures and Encumbrances -Budget and Actual 2014 ......................................................................................... 321 --General Fund Schedule of Expenditures and Encumbrances -FY 2013 and FY 2014 (Comparative) .................................................................... 336 Appendix B-The Budget Process: -The Budget Process (Summary) ......................................................................................... 348 --The Budget Process (Detail) .............................................................................................. 349 --Budget Calendar FY 2014-2015 ........................................................................................ 355 Appendix C-Information on Birmingham ............................................................................... 357 Appendix D-Classification and Pay Plan .............................................................................. 365 Appendix E-Glossary of Key Terms ..................................................................................... 381



-iv-

This page has been intentionally left blank.

MAYO

R’S BU

DG

ET MESSAG

E

MAYOR’S BUDGET MESSAGE

REPO

RT BY THE C

OU

NC

ILFIN

ANC

E CO

MM

ITTEE

REPORT BY THE COUNCILFINANCE COMMITTEE

INTR

OD

UC

TION

AND

BUD

GET

SUM

MARY - ALL FU

ND

S

INTRODUCTION AND BUDGET SUMMARY -ALL FUNDS



- 7 -

INTRODUCTION

HOW TO USE THIS DOCUMENT

This document is designed to provide concise and readable information about the approved budget for general government operations in the municipality of Birmingham, Alabama for the fiscal year which begins July 1, 2014. It presents the major programs and plans for the fiscal year and summarizes anticipated revenues and expenditures. The Official Operating Budget is divided into the following sections:

--The Budget Message includes the Mayor’s transmittal of proposed spending priorities for the City of Birmingham for the 2014 - 2015 fiscal year.

--The Organization of the City of Birmingham includes an organization chart and description of all the departments. --The Budget Summary – All Funds section details the City of Birmingham’s long term goals and financial policies, and discusses how these goals and policies are addressed in the fiscal year 2015 budget. This section also explains the City of Birmingham’s responsibility for providing services versus that of Jefferson County and the State of Alabama. Finally, this section includes a summary of total resources and expenditures for all funds included in the Official Operating Budget. --The Summary of Revenues and Appropriations features a tabulation of actual revenue and expenditures in the City’s General Fund for the fiscal years ended June 30, 2013, and June 30, 2014 and budgeted amounts for the fiscal year beginning July 1, 2014. Information is summarized by both category and function. --The General Fund Revenues section lists the detail for actual revenues received in fiscal years 2013 and 2014 and budgeted amounts for FY 2015. --The General Fund Appropriations further examines actual expenditures and budgeted amounts, by major category, for the three fiscal years, 2013 and 2014 - actual; and 2015 - budgeted. --The Detail of Budgeted Positions by Function section presents information on positions according to functional area. There are three functional areas listed: general government, public safety, and culture and recreation. Each department is assigned to one of these areas.



- 8 -

--The Detail of Budget by Department and Department Overviews show both fiscal and performance management information for each City department. The departments are grouped in 3 categories: general government, public safety and culture and recreation. Each department’s budget includes the following information: Mission Statement- The department’s role in fulfilling the City’s mission.

Departmental Insights- Program-oriented section providing pertinent information about departmental operations.

Performance Goals- Goals relevant to the day-to-day operations of the department but not directly related to the Annual Strategic Plan.

Selected Objectives- Departmental targets, many times in support of a goal, that are relatively short-term.

Performance Measurements- Guidelines, often from outside the department, against which department performance can be measured. The data is summarized by groups of line-item expenses (e.g. Personnel Services, Supplies, etc.).

Personnel Summary- a three year record of budgeted permanent positions. --The Budgets Which Contain Additional Operating Appropriations include the General Bond Debt Services Fund, the Tax Increment Financing Fund, the Neighborhood Allocations Fund, the Highway Improvement Fund, the Fuel Tax Fund, the Storm Water Management Fund, the Corrections Fund, the Fair Trial Tax Fund, the Birmingham Fund, the Alabama Trust Fund, and the Community Development Block Grant Fund. Estimated revenues and appropriations for the fiscal year 2015 are given for each of these funds. --The Debt Service caption includes a discussion of the City’s debt management policies and provides a schedule listing the amounts required for payment of principal and interest during fiscal year 2015. --The Appendices furnish additional information about the City of Birmingham and the Budget Process. Also included is a Classification and Pay Plan which shows the current job classes and the salary range for each class. Finally, a Glossary of Key Terms gives definitions for words and phrases used frequently in this document.



- 9 -

ORGANIZATION OF THE CITY OF BIRMINGHAM

The City of Birmingham operates under a mayor-council form of government. The Mayor is elected at large and serves as the City’s chief administrative officer. The Mayor makes all personnel appointments and terminations subject to the laws governing the civil service system. The City Council is comprised of nine councilors elected by districts. The City Council exercises legislative power and makes appointments to any independent or quasi-independent boards and agencies over which the City has appointive power. City services are provided by approximately twenty-three departments and quasi-independent boards. Each department has a department head, appointed by the Mayor. The quasi-independent boards appoint a director who serves as chief operating officer. The organization of the City of Birmingham’s government is illustrated in the chart on page 10.



- 10 -

KEY

Indicates appointive authority

and management oversight

Indicates administrative and

budgetary support only

General Government

Public Safety

Culture & Recreation

Other Financially Accountable Boards

Management

Traffic

Law

Crossplex

at Fair Park Auditorium

Finance Police

Birmingham Public Library

Equipment

Information

Engineering and

Municipal

Other Financially

Accountable Boards

Birmingham Airport Authority

Birmingham Parking Authority

City Clerk

City Council

Independent Boards, Commissions and

Sloss Furnaces

Southern Museum of Flight

Associations with Extensive Budgetary

Mayor

Community

Development Fire

City of Birmingham, AlabamaOrganization Chart

Birmingham Museum of Art

Birmingham Park and Recreation

Citizens of Birmingham

and Administrative Support

Court

Public, Athletic, Cultural &

Entertainment Facilities Board

Human

Resources

Services

Planning

Permitting

Arlington

Engineering Public Works

Management



- 11 -

ORGANIZATION OF THE CITY OF BIRMINGHAM

The organization of Birmingham city government is illustrated in the chart on page 10. The City of Birmingham operates under a mayor-council form of government as provided by Act No. 452 of the Alabama State Legislature. The Mayor is elected at large and serves as the City’s chief administrative officer. The Mayor makes all personnel appointments and terminations subject to the laws governing the civil service system. The City Council is comprised of nine councilors elected by districts. The City Council exercises legislative power and makes appointments to any independent or quasi-independent boards and agencies over which the City has appointive power. City services are provided by approximately twenty-three departments and quasi-independent boards. Each department has a department head appointed by the Mayor. The quasi-independent boards appoint a director who serves a chief operating officer. A description of some of the more significant departments and boards is presented below:

Boutwell Auditorium and Crossplex at Fair Park

The Boutwell Auditorium stages cultural, athletic and entertainment events for people in the Birmingham area. The CrossPlex at Fair Park, a $46 million project opened August 2011. It hosted the Alabama High School Athletic Association indoor track championship. Also, it hosted the Birmingham Collegiate Indoor opener with UAB, Birmingham-Southern College and Samford University competing. The world-class facility, in the early stages of its existence had 4-6 championship events where there were multiple records broken. The CrossPlex was recently awarded eleven NCAA division I, II, and III events over the next few years. Equipment Management

Provides repair and maintenance for the City’s rolling stock. Office of the City Clerk

The City Clerk is secretary to the City Council and custodian of all official City records. The City Clerk also serves as secretary to the Election Commission, the Library Board, the Employees Pension Board, the Industrial Development Board and the Commercial Development Board of the City of Birmingham.

Finance Department The Finance Department is administered by the Director of Finance, who is appointed by the Mayor. The principal duties of the Director of Finance are established by statute and include the following: budget preparation and administration; investments; capital financing; insurance and risk management; disbursements; accounting; audit; collection of sales and



- 12 -

occupational license taxes, business licenses and other revenues; and the purchasing of all materials, supplies, equipment and services. Fire Department

The City maintains a modern fire fighting department housed in 32 stations located throughout the City. Thirty-two fire companies are staffed by approximately 710 personnel. The department has its own training school for new employees and for retraining of personnel. The Fire Department operates 16 advanced life support units, a fire prevention bureau, and a hazardous materials response team. Police Department The Birmingham Police Department utilizes the most current law enforcement techniques and equipment. It is staffed by approximately 913 uniformed officers and 318 civilian personnel. The Police Department has four precinct offices and several sub-stations located throughout the city. Day-to-day operations of the department are divided among four units: Administrative Operations Bureau, Support Services Bureau, Patrol and Special Forces Operations Bureau and Investigative Operations Bureau. Public Works Department and Traffic Engineering Department The employees of the Public Works Department collect trash and garbage for the households and businesses within the jurisdiction of the City of Birmingham. The department also operates two sanitary landfills and maintains all City streets, storm and sanitary sewers. It is also responsible for the maintenance of City Hall and other City-owned buildings. The Traffic Engineering Department installs and maintains traffic control devices including signs, parking meters and street lights. Community Development Department Community Development personnel work with neighborhood citizens advisory councils to establish priorities for public works activities and other government programs. They also help to develop federal assistance and grant projects and aid in the upgrading and expansion of the city’s housing stock. Department of Planning, Engineering and Permits The Department of Planning, Engineering and Permits conducts planning and zoning activities; constructs streets, sidewalks, viaducts, storm and sanitary sewers and other public works; administers the City’s building, electrical and plumbing codes; and inspects weighing and measuring devices within the city. They also oversee all condemnation and demolition activities for the City.



- 13 -

Law Department and Municipal Court Attorneys in the Law Department advise the Mayor, City Council and other City departments and agencies on legal matters. The department’s attorneys also represent the City in litigation and prosecute misdemeanor cases in the City’s Municipal Court. In 2010 the Office of Parole and Probation was merged into Municipal Court as the Parole Division. Information Management Services To provide electronic and communication services for City department who then respond to the needs of the citizens of Birmingham.

Human Resources Provides programs, services and explanation of benefits for City employees. Museum of Art, Arlington Museum, Southern Museum of Flight and Sloss Furnace Museum The departments provide cultural and educational experiences to the community by presenting works of art.

Park and Recreation Board Most park and recreation facilities in the City are operated by the Park and Recreation Board. The board is made up of five members appointed by the City Council. The budget of the Park Board is subject to approval by the City Council. The Park Board is responsible for the operation of Legion Field, the City’s athletic stadium; the Botanical and Japanese Gardens; 2 golf courses; 21 recreation centers; 18 swimming pools; 112 parks; numerous athletic fields and tennis courts.

Birmingham Library Board The Birmingham Library Board oversees the operation of a central library located in downtown Birmingham and nineteen branch libraries throughout the city. Library personnel catalogue and maintain a book collection of over one million volumes. Staff members also provide a variety of research services and educational programs to Birmingham citizens. The Library Board consists of nine members appointed by the City Council.



- 14 -

Birmingham Parking Authority Off-street parking facilities within the City of Birmingham are operated by the Birmingham Parking Authority. The Authority is governed by a three member board of directors who are appointed by the City Council. The Authority currently employs 97 full and part-time personnel to service and maintain ten parking decks and two surface lots. Birmingham Airport Authority The Birmingham-Shuttlesworth International Airport, which is located five miles northeast of the center of downtown Birmingham, is operated by the Birmingham Airport Authority under the provisions of a long term lease with the City of Birmingham. The City Council makes appointments to the seven member board of the Authority. The City Council also must approve the Authority’s annual budget. The Authority reimburses the City for the cost of fire and police personnel stationed at the airport. Public Athletic, Cultural and Entertainment Board The Public Athletic, Cultural and Entertainment Board, is a five member board appointed by the Mayor and City Council to oversee the planning and construction of major projects in the City. The City entered into a funding agreement with the Board, which increased Lodging tax by 3.5% to pay debt service on bond series 2011A and 2011B. Recent projects include the construction of a new baseball stadium and Negro League museum.



- 15 -

RELATIONSHIP BETWEEN ORGANIZATION STRUCTURE AND ACCOUNTING STRUCTURE

It is important to understand the relationship between the City’s departments and the funding sources the City has available. The following matrix shows the City’s departments and their funding sources:

DEPARTMENT G E CDBG CP Codes

Auditorium ��

Crossplex at Fair Park ��

City Clerk ��

City Council ��

Community Development ��

Planning, Engineering and Permits ��

Finance ��

Fire ��

Law ��

Mayor's Office ��

Equipment Management ��

Information Management Services ��

Human Resources ��

Police ��

Municipal Court ��

Public Works ��

Traffic Engineering ��

Arlington ��

Library ��

Museum of Art ��

Parks and Recreation ��

Southern Museum of Flight ��

Sloss Furnace ��

G=General Fund

E= Emergency Management Communications District

CDBG= Community Development Block Grant

CP= Capital Projects, General Obligation Bond and Warrant Funds

USE OF FUNDS BY DEPARTMENTS

FUND

Codes



- 16 -

RESPONSIBILITIES OF THE CITY OF BIRMINGHAM, JEFFERSON COUNTY AND THE STATE OF ALABAMA

The City, County and State have a number of major responsibilities. Although more cooperation is needed, their relationship and their ability to work together are discussed as follows: Law Enforcement: The City of Birmingham, Jefferson County, and the State of Alabama have coextensive law enforcement jurisdiction. The City operates a misdemeanor court system. Streets and Highways: The State of Alabama is responsible for maintaining state roads and federal highways within the City of Birmingham. The City maintains local traffic arteries only. Sewers: Jefferson County constructs and maintains sewer plants and trunk line sewers. The City of Birmingham constructs, but does not maintain, sanitary sewers within its boundaries. Jefferson County owns and maintains all public sanitary sewers in Jefferson County, including Birmingham. Health: Jefferson County and all the municipalities located within the county (including the City of Birmingham) contribute to the County Health Department on a formula basis. Jefferson County operates a public tax supported hospital. Transportation: A regional bus system, operated by the Birmingham-Jefferson County Transit Authority, is funded by federal monies which are matched by county and municipal funds on a formula basis. The Birmingham-Shuttlesworth International Airport is operated by the Birmingham Airport Authority under a lease agreement with the City of Birmingham. Education:

The citizens of Birmingham elect members to the Birmingham Board of Education which operates all City schools. School funding comes from local Ad Valorem taxes and from state and federal funds. The City assists the Board of Education in borrowing for capital purposes.



- 17 -

Recreation: The City of Birmingham funds a recreation program which includes swimming pools, museums and sports facilities. The Mayor represents the City on the board of the Birmingham-Jefferson Civic Center Authority. The Civic Center Authority operates an arena, concert hall, theater and an exhibition hall.



- 18 -

BUDGETARY GOALS AND FINANCIAL POLICIES

The budget document for fiscal year 2014-2015 is prepared in compliance with the City of Birmingham’s Mayor-Council Act and in accordance with the financial policies set forth by the Mayor and City Council. These policies provide guidelines for evaluating both current activities and proposals for future programs. Operating Budget Goals:

1. To continue delivering all basic services to the citizens of Birmingham by maintaining the proper level of police, fire and sanitation service.

2. To remain a financially stable city with good fiscal management and a sound tax

base in the face of population decline and loss of jobs resulting from the nation-wide economic downturn.

3. To continue efforts to reduce crime and devise ways of dealing with the roots of

crime, such as through drug awareness and youth programs.

4. To encourage increased citizen participation in city government by providing financial support to the Citizen Advisory Board.

5. To maintain the role of the City of Birmingham as the major provider of regional

amenities and cultural activities.

6. To proceed in our commitment to office automation, electronic data processes, and productivity improving tools and techniques.

7. To provide for competitive wage rates and fringe benefits for all City employees.

8. To adopt a balanced General Fund Budget. A balanced budget is defined as

follows: In no event shall the expenditures recommended by the Mayor in the General Fund Budget exceed the receipts estimated.

Cash Management and Investment Policies:

1. The City will deposit all cash receipts on the day they are received.

2. The City will collect all revenues in a timely manner and aggressively pursue collection of all past due receivables of any type.



- 19 -

3. The Investment Policy states that the primary objectives of investment activity shall be the preservation and safety of principal, liquidity, and yield. Authorized investments include U.S Treasury obligations, certificates of deposit, repurchase agreements, bonds of the State of Alabama, obligations of Federal agencies, and money market mutual funds.

Debt Policies:

1. The City will maintain a debt structure that will allow it to retain its AA rating with Standard & Poor’s, Moody’s Investors Services, Fitch’s Ratings, and Kroll Bond Ratings.

2. The City will issue voter approved bonds in such amounts and at such times as allows the City to maintain an orderly capital expenditure program.

3. Over the life of all debt, the City will maintain a balanced debt service structure,

letting neither near term or future debt service requirements unduly burden its financial condition.

4. The City’s General Bond Debt Reserve Fund (the Sinking Fund) will be

monitored closely and used in the most appropriate way to provide short term liquidity and long term reserves for general obligation bonds of the City.

5. New bonds, warrants and capital leases will only be issued after an assessment

has been made of the impact such new debt will have upon the City’s general financial condition and upon the total debt and annual debt service of the City.

6. Total variable rate debt issues of the City will be limited to approximately twenty

percent of the outstanding amount of total City debt.

7. When conditions are favorable, existing debt issues will be currently or advanced refunded with new debt in order to provide the lowest possible interest cost to the City.

8. New debt will be issued at interest rates that are consistent with the City’s bond rating.

Financial Reserve Policy:

The City will attempt to maintain a reserve (fund balance) in the General Operating Fund equal to three months of operating expenditures.



- 20 -

Accounting, Auditing and Financial Reporting Policies:

1. An independent audit of the City’s financial records and internal control procedures will be performed on an annual basis.

2 The City will produce a comprehensive annual financial report in accordance with generally accepted accounting principles (GAAP) as promulgated by the Government Accounting Standards Board (GASB).

3. The City will maintain a staff of internal auditors to conduct periodic reviews and

special investigations as needed or requested by the Mayor.

Capital Budget Policies:

1. The City will develop a multi-year plan for capital improvements which will be updated annually. All capital improvements will be made in accordance with this plan.

2. The City will maintain physical assets at a level appropriate to protect the City’s

investment and minimize future maintenance and replacement costs. 3. The City will acquire and develop land for industrial park sites in order to attract

new businesses and thus promote economic development.



- 21 -

BUDGET GOALS AND POLICIES ADDRESSED IN THE FY 2015 BUDGET

This section of the Official Operating Budget explains how the City’s goals and financial policies are advanced by the FY 2015 Budgets. Operating Budget Goals: 1. To continue delivering quality services to the citizens of Birmingham and

also to improve services for its citizens.

The fiscal year 2015 budget has funded all City departments thus assuring no reduction in City services. Police, fire and sanitary services will continue to be maintained at the optimum level.

2. To establish long term planning for City development.

The budget for fiscal year 2015 includes a number of appropriations geared toward creating economic growth. For example, $10.8 million is appropriated for the Birmingham Transit Authority plus an additional $250,000 for paratransit services. Also included is $6.7 million for redevelopment and infrastructure incentives.

3. To continue efforts to reduce crime. The City is continuing to give financial support to programs which address the

antecedents of crime such as illiteracy and gang membership. The Police Department’s Youth Services Division continues to be instrumental in reducing youth violence, gang activities, and drug use by children and teenagers. Some of the division’s programs include School Resource Officers, Police Athletic Teams, and Drug Awareness Resistance Education.

. 4. To increase citizen participation in City Government. The fiscal year 2015 budget provides $198,000.00 in financial support to the

Neighborhood Associations. The ninety-nine neighborhood organizations utilize these funds for approved projects in their neighborhoods. This funding, as well as the system of neighborhood government, gives citizens an important tool in participating in City government.



- 22 -

5. To maintain the City’s role as the major provider in regional amenities. The City of Birmingham continues to provide the majority of the financial

support for the Museum of Art, the Botanical Gardens, and the Southern Museum of Flight. The City is also providing operating funds for the Civil Rights Institute and the City’s science museum called the McWane Center.

In addition, the City has approved $2,080,000 for both operating and capital

expenditures for the Birmingham Zoo, which is used in part to produce the “Trails of Africa Exhibit”, $476,500 to the Vulcan Park Foundation, and $450,000 to Railroad Park, a 19 acre “green space” located within an easy walk of the Central Business District and the University of Alabama in Birmingham (UAB).

6. To proceed in our commitment to office automation.

The fiscal year 2015 budget provides $1,725,000 for the purchase of computer hardware and software in the Information Management Services Department. Effective July 1, 2013, the city began utilizing the new Lawson HR Payroll and Lawson Budgeting and Planning System.

7. To provide a competitive wage rate for City employees. In fiscal year 2015, the city continued the Merit Pay raise. The City will continue

its contract with Blue Cross Blue Shield of Alabama to be the administrator of its health insurance.

Additional benefits include life insurance coverage; a retirement plan; free

annual health screening and wellness program; and the deferred retirement option program.

Cash Management and Investment Policies:

The cash management and investment policies for the City of Birmingham will continue to be in place so as to allow the City to be good stewards of public funds by following the established guidelines and procedures for the handling of cash receipts and investments.

Debt Policies:

Principal forms of indebtedness that the City is authorized to incur include general obligation bonds, general obligation warrants, general obligation bond anticipation notes, revenue anticipation notes, gasoline tax anticipation bonds and various revenue anticipation bonds and warrants relating to enterprises.



- 23 -

General obligation warrants, certain revenue anticipation bonds, warrants and notes and capitalized lease obligations may be issued or incurred without voter approval.

Financial Reserves Policy: The City will attempt to maintain a General Fund reserve equal to three (3) months of operating expenditures. In conjunction with the City’s debt structure, the reserve will allow the City to retain its excellent bond rating.

Capital Budget Policies: The citizens of Birmingham approved a bond referendum on October 9, 2012, authorizing the issuance of up to $150 million of general obligation bonds. The bonds were issued in April 2013 for various capital improvements. Currently the City is operating with active projects totaling approximately $140 million.



- 24 -

SUMMARY OF BUDGET PLANNING PROCESS

The General Fund Budget, the State and Federal Grant Budget and the Debt Service Budget are developed by the Director of Finance under the direction of the Mayor. Such budgets are based on annual work programs setting forth the nature, volume and cost of work to be performed as submitted by the head of each office, department or other agency of the City. Estimated revenues are detailed as to source, and estimated expenditures as to program or project. The Mayor may hold hearings with regard to the proposed budget. No later than May 20th each year, the Mayor submits to the City Council the proposed budgets for the ensuing fiscal year. Formal budgetary integration is employed as a management control device during the year for the General Fund. Formal budgetary integration is not employed for Debt Service Funds because effective budgetary control is alternatively achieved through general obligation indenture provisions. Budgets for the General Fund are adopted on a basis consistent with generally accepted accounting principles except that budgets and schedules included in these financial statements are prepared using encumbrance accounting under which purchase orders, contracts, and other commitments for the expenditure of monies are recorded. At the end of the fiscal year, unencumbered appropriations of the General Fund automatically lapse. Legally adopted annual budgets are not prepared on Special Revenue and Capital Projects Funds; consequently, there are no statements of revenue and expenditures, budget and actual, for Special Revenue and Capital Projects Funds. However, budgets for Special Revenue and Capital Projects funds are adopted on an individual project basis. The adopted General Fund operating budget is allotted to each department or agency of the City. Total appropriations may not be exceeded by expenditures unless the City council amends the budget due to increased revenues or through a reduction in fund balance. A more detailed description of the budget process is located on page 343.



- 25 -

METHOD OF BUDGETING

The term Basis of Budgeting refers to the basis of accounting used to estimate financing sources and uses in the budget. There are 3 types of budgetary basis – the cash basis, the accrual basis and the modified accrual basis. The City of Birmingham uses the modified accrual basis of budgeting. Under this method revenues are recognized in the accounting period in which they become available and measurable. Thus revenues received shortly after year-end, but related to the current year, are budgeted in the current year. The following chart on page 26 defines 3 types of budgetary basis and identifies the funds that are budgeted under the modified accrual basis of budgeting. Expenditures are budgeted in the accounting period in which the fund liability is incurred, if measurable. Under this basis of budgeting, interest on long-term debt and certain similar accrued obligations, are budgeted when due.

BUDGET AMENDMENTS

Upon submission of the budgets by the Mayor to the City Council, the City Council is required to hold a public hearing. After the conclusion of the public hearing, the City Council may insert new items of expenditures or may increase, decrease or eliminate items of expenditure in the General Fund Budget, except that no item of expenditure for debt service, or any other item required to be included by law, may be reduced or eliminated. The City Council may not alter the estimates of receipts contained in the General Fund Budget except to correct omissions or mathematical errors. The City Council is prohibited by statute from adopting a General Fund Budget in which the total of expenditures exceeds the receipts and available surplus, unless at the same time it adopts measures for providing additional revenue in the ensuing fiscal year sufficient to make up the difference. Appropriations in addition to those contained in the original General Fund Budget ordinance may be made by the City Council by not less than five affirmative votes, but only on the recommendation of the Mayor and only if the Director of Finance certifies in writing that there is available in the General Fund an unencumbered and unappropriated sum sufficient to meet such appropriations. The City Council is required to adopt a Capital Budget prior to the beginning of the fiscal year in which the budget is to take effect. Amendments to the Capital Budget may be made by the City Council by not less than five affirmative votes, but only upon the recommendation of the Mayor and only if funds are available for any budget increases.



- 26 -

OTHER PLANNING PROCESSES The City also has other planning processes. They are important because of their long term impact on future City budgets. The following chart illustrates the other planning processes that the City has:

Type of Planning Process Description of Process

Budget Impact

City-Wide Comprehensive Plan

A Long Range Plan that looks at land use, zoning, housing, economic development, transportation and community facilities.

The results of this plan will impact how city resources will be allocated in future budgets.

Capital Project Plan Five year plan includes project listing by plan year.

Provides for a predictable funding level from year to year to allow adequate planning for debt service requirements and operating costs of new facilities and infrastructure improvements.

Vehicle Equipment Replacement

Five year plan to replace certain vehicles and heavy duty equipment.

The City continues its funding for the city-wide rolling stock lease/ purchase program for FY 2015.

Information Management Systems

To address computer hardware/software needs of City departments.

Allows for funding of replacement, maintenance and network infrastructure replacements. Annual replacement decisions are determined considering changing software technology.



- 27 -

DESCRIPTION OF FUND STRUCTURE

Accounting Structure The financial statements of the City are prepared in accordance with generally accepted accounting principles (GAAP) as applied to governmental units. The financial transactions of the City are recorded in individual funds and account groups. A fund is a separate accounting entity with a self-balancing set of accounts that comprise its assets, liabilities, reserves, fund equity, revenues, and expenditures. The various funds and account groups are reported within the financial statements presented in the Comprehensive Annual Financial Report (CAFR). Fund Summary The following listing is a summary of all funds by category: GOVERNMENT FUNDS

General Fund This fund is used to account for all sources and uses of financial resources applicable to the general operations of the City of Birmingham. All general operating revenues which are not restricted as to use are recorded in the General Fund.

Special Revenue

Special Revenue funds are operating funds for which the use of revenues is restricted or designated by outside sources. These funds account for activities carried out by the City under certain intergovernmental grants and contracts. Special Revenue funds include: • Community Development Fund accounts for those funds

used for community urban development block grants.

• HUD Rental Rehabilitation Loan accounts for funds used for rehabilitation of rental property.

• Miscellaneous Grant Fund accounts for funds arising from

miscellaneous grants. Although the funds are consolidated, each grant is accounted for individually.

• Fuel Tax Fund accounts for the proceeds of a $.04 State gasoline tax, the use of which is restricted.



- 28 -

Special Revenue (continued):

• Highway Improvement Fund accounts for the proceeds of a

$.07 State gasoline tax.

• Law Enforcement Block Grant accounts for funds received for reducing crime and improving public safety.

• Birmingham Fund accounts for funds used as a reserve for

unforeseen necessary expenditures.

• UDAG Repayment Fund accounts for funds received in repayment of UDAG loans.

• Home Investment Trust Fund accounts for funds received

from Housing and Urban Development.

• HUD 108 Loan Fund accounts for funds used to subsidize residential mortgages.

• Fair Trial Tax Fund accounts for the fees collected for

indigent defense.

• Storm Water Fund accounts for the storm water fees collected with Property Taxes by Jefferson County.

• Other Funds accounts for proceeds received as donations and other funds designated for special purposes.



- 29 -

Debt Service Debt Service Funds are used to account for the accumulation of resources for, and payment of interest and principal on general long term debt not accounted for in the Enterprise Funds. Debt service revenues are derived from property taxes and other operating revenues. Debt service Funds include the following: • General Bond Debt Reserve Fund and the General Bond

Debt Service Fund accounts for receipt of taxes earmarked for debt service and payment of principal and interest on general obligation bond debt.

• Tax Increment Financing Fund account for receipt of taxes

earmarked for debt service and payment of principal and interest on the tax increment revenue warrants.

Capital Projects

Capital Projects funds are used to account for and demonstrate compliance with legal and contractual provisions and to compile data related to financial resources designated to construct or acquire general fixed assets and major improvements other than those financed by special assessments. Capital Project funds include the following: • Special Assessment Fund accounts for construction of Public

Improvements, which are to be paid wholly or in part from assessments, levied against the property benefited by the improvements.

• Capital Improvement Fund accounts for funds derived from

specific grant and from current funds used for capital improvements.

• General Obligation Bond issues accounts for the expenditure

of the proceeds for each bond issue when the borrowing is for capital projects. The requirement of one fund for each bond issue is necessitated by the fact that the accounting for a particular bond issue must show that the proceeds of the issue were spent only on the projects and for the purposes authorized, that the expenditures were in the amounts authorized, and that any unused bond proceeds are properly handled and accounted for in accordance with applicable legal, budgetary, and policy provisions.



- 30 -

Capital Projects (continued):

• Street Improvement Debt Service Fund accounts for payment

of principal and interest on bonds and warrants which are payable from the City’s allocation of state gasoline taxes.

• Industrial Park Improvement Fund accounts for proceeds

from sale of Industrial Park property.

• Capital Improvement General Obligation Warrant Funds account for proceeds of the General Obligation Warrants designated for construction of specific projects, including the 2009-B General Obligation Capital Improvement Warrants and the 2010-A General Obligation Warrants which were issued to make various capital improvements.

PROPRIETARY FUNDS

Enterprise Fund An Enterprise Fund is used to account for operations where it is the intent of the governing body that the cost of providing services be financed primarily through user charges or where the governing body has decided that the periodic determination of net income is appropriate for accountability or other purposes. Emergency Management Communication District Fund accounts for the operation of the Enhanced Universal Emergency Number (or E911) Service.

FIDUCIARY FUNDS

Trust and Agency

Trust and Agency Funds of the City are set up for the purpose of administering and accounting for assets held under the Trust agreements. From an accounting standpoint, the difference between a Trust Fund and an Agency Fund is principally one of degree. Trust Funds frequently exist over a longer period of time and represent vested interest to a greater extent. Agency Funds are primarily clearing mechanisms for cash resources, which are collected by the City and disbursed to authorized recipients. Trust and Agency funds are listed below: • City of Birmingham Retirement and Relief System covers all

civil service employees who are required to become members when they become employees.



- 31 -

Trust and Agency (continued):

• City of Birmingham Fireman’s and Policemen’s Supplemental Pension System enables firemen and policemen to retire after twenty or twenty-five years of service and provides certain benefits to widows and surviving dependents.

• Firemen’s Pension and Relief Fund and Policemen’s Pension and Relief Fund provides certain benefits to firemen and policemen who were in the employ of the City prior to 1939.

• City of Birmingham Unclassified Employees Pension and

Relief System covers employees in the City’s unclassified service.

• City of Birmingham Limited Fireman’s Retirement and Relief System and Limited Policemen’s Retirement and Relief System were established to cover specific employees.



- 32 -

FUND STRUCTURE BY BUDGETARY BASIS Modified Accrual Basis of Budgeting

What Is “Budgetary Basis”

Budgetary Basis refers to the basis of accounting used to estimate financing sources and uses in the budget. Cash Basis indicates transactions are recognized when cash is increased or decreased. Accrual Basis indicates revenues are recorded when they are earned (whether or not cash is received at the time). Expenditures are recorded when goods and services are received (whether cash disbursements are made at the time or not). Modified Accrual is the method by which revenues and other financial resource increments are recognized when they become susceptible to accrual; that is, when they become both “measurable” and “available” to finance expenditures of the current period. “Available” means collectible in the current period or soon enough thereafter to be used to pay the liabilities of the current period.

________________ Please note the Proprietary and Fiduciary funds are not budgeted. Financial statements for these two types of funds are accounted for on the Accrual basis of accounting. The only proprietary fund the City has is the Emergency Management Fund. Fiduciary funds include all pension trust funds.

GOVERNMENT FUNDS

General Fund Special Revenue

Community Development Fund

Birmingham Fund

Capital Projects

General Obligation Bond

Capital Improvement Fund

Highway Improvement Fund

Debt Service

General Bond

Debt Reserve Fund



- 33 -

Budgeting and Accounting Relationship Both budgeting and accounting are fiscal systems or processes which involve the planning, allocating and disbursing of monetary resources. This results in an interrelationship and a need for coordination between these two disciplines. Generally, budgeting is regarded more in terms of planning and enacting a fiscal plan. However, these planning and enactment processes are dependent upon the accounting of past-year and current-year expenditures/revenues. Accounting focuses on the recording, classifying and interpreting of financial transactions. These accounting processes are dependent on the budgeting of expenditure authorization (appropriations) being enacted by the legislative branch. As the chart on page 32 shows, that the City uses the modified accrual basis of budgeting for the following types of funds: General, Special Revenue, Capital and Debt Service. The City does not budget for propriety funds such as Enterprise Funds. The City has only one Enterprise Fund – the Emergency Management Communication District Fund. Also, the City does not budget for fiduciary funds such as Pension Trust Funds The accrual basis of accounting is utilized by both proprietary and fiduciary funds. Under this method, revenues are recorded when earned and expenses are recorded at the time the liabilities are incurred.



- 34 -

KEY REVENUE ASSUMPTIONS & TRENDS FOR FISCAL YEAR 2014 – 2015

Annually, the Budget Office reviews all revenues at a detailed level regarding need, quantity, and probability of receipt. Early in the budget process, a complete set of revenue assumptions is prepared. These assumptions provide the basis for revenue projections throughout the budget process and include expectations for local economic and population growth and service levels. The City of Birmingham receives its revenue from a variety of sources. The largest of which are taxes and licenses which represent 83% of all city revenue as shown in the chart on the page 39. As a result, the trends in these revenue categories dictate the level of funding available for city services. This section highlights significant revenue issues included in this year’s budget. PROPERTY TAXES (AD VALOREM TAXES): Ad Valorem taxes in Alabama are levied and collected subject to the provisions of the Constitution of Alabama of 1901, which limits the ratios at which property may be assessed, specifies the maximum millage rates that may be levied on property, and limits total ad Valorem taxes on any property in any year. The following summary discusses the constitutional limitations on ad Valorem taxes in Alabama: Amendment no. 373 to the constitution of Alabama of 1901 (the “1978 Property Tax Amendment) requires that, for purposes of Ad Valorem taxation, all taxable property in the State be divided into the following four classes: Class Description

Ratio

Class I Property of utilities used in their business.

30%

Class II Property not otherwise classified (generally, business or commercial property, including railroad property)

20%

Class III Agricultural, forest and single family, owner-occupied residential property and historic buildings and sites.

10%

Class IV Private passenger Automobiles and pickups owned and operated by individuals for personal or private use.

15%



- 35 -

The 1978 Property Tax Amendment provides that taxable property designated as “Class III” may, upon the request of the owner of such property, be appraised for taxation at its “current use value” rather than its “fair and reasonable value”. “Current use value” has been defined in a legislative act implementing the 1978 Property Tax Amendment as the value of such property based in the use being made of it on October 1 of the preceding year, without taking into consideration “the prospective value of such property might have if it were put to some other use”. Legislation enacted in 1982 significantly revised statutory methods for determining the current use of agricultural and timber property for ad valorem tax purposes. Prior to fiscal year 2004, Ad Valorem taxes were re-evaluated once every five years. The last five year re-evaluation was done in fiscal year 2003. Effective fiscal year 2004, the re-evaluations are done every year. The City began to see modest increases each fiscal year by virtue of the yearly re-evaluation. The City realized an increase of 10.7% in fiscal year 2006. In 2010 the City changed its procedures for the funding of transit system via Ad Valorem taxes which resulted in removing $3.5 million from revenue since it is paid directly to the Transit Authority from the Tax Collector. Additionally, in 2011 the City changed its procedures for the funding of Board of Health via Ad Valorem taxes which resulted in removing $1.5 million from revenue since it is paid directly to the Board of Health from the Tax Collector. The projected property tax revenue for fiscal year 2015 shows a decrease of 3.40% from fiscal year 2014 actual, due to the projected decrease in property values from the annual re-evaluations in the Birmingham area. This can be illustrated by the graph and chart below:

PROPERTY TAXES

(In Millions) 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

$26.17 $27.56 $28.54 $30.27 $26.15 $23.63 $23.18 $22.00 $23.91 $23.10



- 36 -

SALES TAXES The City of Birmingham receives a 4% sales tax for the sale of taxable goods and services within the city limits. Sales tax collections have increased slightly as a result of the recovery of a lagging economy. Sales Tax revenue represents the largest source of revenue for the General Fund, accounting for $117,000,000.00 or 29.98% of the total projected revenue in fiscal year 2015. In December 2007, the Mayor recommended and the Council approved the Birmingham Economic and Community Revitalization Ordinances. The Sales and Use Tax Designation Ordinance increased the sales and use tax by one cent per dollar for a period of six (6) years. This increase was later extended in FY 2013 to December 31, 2018. The Business License Fees and Designation Ordinance increased all fees by one hundred percent (100%). This new initiative generated and additional $40.1 million in fiscal year 2008, and $64.2 million in fiscal year 2009. Sluggish economic conditions resulted in a 6.9% decrease in sales tax revenues from FY 2009 to FY 2010. Subsequent improvement in economic conditions have resulted in an increase of nearly 3.9% in 2012, 1.3% in 2013, 3.2% in 2014 and a projected 5.7% increase in FY 2015.

SALES TAXES (In Millions)

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

$86.32 $86.96 $100.36 $104.51 $97.25 $102.08 $106.04 $107.41 $110.66 $117.00



- 37 -

INCOME TAX: The City receives a 1% tax on workers that are employed within the corporate limits of the City of Birmingham. Income tax revenue collections, that suffered due to the increased rate of unemployment in 2010, improved somewhat in 2011 and 2012, and a decrease in 2013. In light of improved economic conditions, the fiscal year 2015 projected revenue for income tax has been estimated to be 2.3% above the 2014 level, and is illustrated in the following graph and chart:

INCOME TAXES (In Millions)

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

$72.30 $75.27 $76.92 $76.33 $73.01 $74.91 $77.70 $77.84 $78.19 $80.00



- 38 -

BUSINESS LICENSES AND PERMITS: The fee charged for a business to operate within the city limits of Birmingham is called a General Business License. This fee is based on gross sales that a business has during the last calendar year. The higher the gross sales of a business, then the higher the fee paid to the City. As with sales and income taxes, this revenue source is closely tied to Birmingham’s economy. Business license and permits represent $104,695,000.00 or about 26.6% of the projected revenue in the General Fund. The chart below depicts the percentage fluctuation in this revenue category over the past several years. More efficient and streamlined collections procedures resulted in a $7.3 million increase in this classification of revenue since 2012.

BUSINESS LICENSES AND PERMITS (In Millions)

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

$60.56 $65.35 $91.06 $95.10 $88.25 $89.41 $97.44 $101.35 $103.27 $104.70



- 39 -



- 40 -



- 41 -

CONSOLIDATED FINANCIAL OVERVIEW

The combined statements on the following pages show the revenue, expense and net change of all city funds by category. The statements will include both budgeted and non-budgeted categories. Budgeted categories include General Government, Special Revenue, Debt Service and Capital Projects. The individual budgeted funds that comprise these categories will be listed at the bottom of the statement. For the reader’s benefit, the combined statements will be illustrated in two separate versions:

1. Combined Statement of Revenues and Expenditures by Service - Expenses are listed by the governmental unit that has incurred the expense (i.e. Police and Fire are listed as Public Safety; Park and Recreation and the Art Museum are listed as Culture and Recreation; Finance and Law are listed as General Government).

2. Combined Statement of Revenues and Expenditures by Line Item – Expenses

are listed by the type of line item it is (i.e. Salaries, Personnel Benefits, Supplies and Maintenance).

The categories that are not budgeted are proprietary and fiduciary. The proprietary category includes the Emergency Management Communication District Fund. The fund’s main purpose is to maintain the 911 Emergency Call System and the receipts from the levy on telephone subscribers can only be used to maintain the emergency service and do not have to be appropriated by the City. The fund has a board of managers separate from the City responsible for its operation. The other category not budgeted is the fiduciary category. This category includes all of the City’s pension funds. These funds are not budgeted because they are only used to invest contributions to the City employee’s retirement plan and to pay retired employees benefits.



- 42 -

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

REVENUES

Taxes 248,960$ 256,260$ 256,490$ 3,190.00$ 3,632.00$ 3,733.00$

Licenses and Permits 86,709 87,010 95,508

Intergovernmental 11,074 12,896 11,624 28,687 25,421 24,124

Employer Contributions

Employee Contributions

Charges for Service 12,514 12,112 13,219 72 102 135

Fines & Forfeitures 2,750 2,445 3,093 2,053 1,665 1,212

Interest Earnings 67 344 320 41 38 35

Miscellaneous 10,764 5,878 10,013 2,001 2,054 2,100

Total Revenue 372,838$ 376,945$ 390,267$ 36,044$ 32,912$ 31,339$

EXPENDITURES

Public Safety 163,936$ 174,909$ 172,487$ 8,111$ 6,034$ 5,992$

Environmental & Streets 46,415 50,506 46,947 16 7 10

Culture & Recreation 35,346 36,051 36,020 126 69 65

General Government 101,111 104,146 109,096 14,728 13,724 12,644

Debt Service 14,774 15,939 17,001 5,973 6,773 7,105

Transfers 8,322 7,566 6,795 106 394 100

Capital Outlays 1,549 1,752 1,921 7,742 12,491 10,646

Total Expenditures 371,453$ 390,869$ 390,267$ 36,802$ 39,492$ 36,562$

1,385$ (13,924)$ -$ (758)$ (6,580)$ (5,223)$

SPECIAL REVENUE FUNDSGENERAL GOVERNMENT

Revenues Over/(Under)

Expenditures

COMBINED STATEMENT OF REVENUES AND EXPENDITURES BY SERVICE

FOR FUNDS THAT ARE BUDGETED

THREE YEAR COMPARISON

(In Thousands)

EXPLANATION OF CATEGORIESFundsCategory

General Government = General FundSpecial Revenue Funds = Birmingham Fund, Birmingham Water Works Proceeds,

Community Development Block Grant



- 43 -

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

REVENUES

Taxes 28,364$ 31,935$ 32,005$ 292,228$

Licenses and Permits 95,508

Intergovernmental 5,058 1,799 1,512 37,260



Charges for Service 13,354

Fines & Forfeitures 4,305

Interest Earnings (216) (5) 8,467$ 11,597$ 9,115$ 9,470

Miscellaneous 2,435 100 2,745 111 12,224

Total Revenue 35,641$ 33,729$ 33,517$ 8,567$ 14,342$ 9,226$ 464,349$

EXPENDITURES

Public Safety 450$ 705$ 401$ 178,880$

Environmental & Streets 5 2,984 1,015 47,972

Culture & Recreation 896 95 102 36,187

General Government 43$ 35$ 21$ 7,458 5,917 4,029 125,790

Debt Service 5,545 4,758 6,197 670 113 98 30,401

Transfers 34,580 32,353 30,100 36,995

Capital Outlays* 20 (41) 22,496 36,549 35,333 47,900

Total Expenditures 40,188$ 37,105$ 36,318$ 31,975$ 46,363$ 40,978$ 504,125$

(4,547)$ (3,376)$ (2,801)$ (23,408)$ (32,021)$ (31,752)$ (39,776)$

FY 2014/15

TOTALS


Expenditures



DEBT SERVICE CAPITAL PROJECTS


(In Thousands)


Debt Service = General Bond Debt Reserve Fund and Tax Increment Financing Fund Capital Projects = General Obligation funds and Capital Improvement Funds

* FY 2014 Capital Projects def icit is a result of completing 31 capital projects funded by prior year bond/warrant issuance.



- 44 -

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

REVENUES

Taxes

Licenses and Permits

Federal Grant

Employer Contributions 17,670$ 18,159$ 18,156$ 18,156$

Employee Contributions 15,848 16,096 16,225 16,225

Charges for Services 6,196$ 6,272$ 6,490$ 6,490

Fines & Forfeitures

Interest Earnings 99,279 156,774 45,791 45,791

Miscellaneous 475 885

Total Revenue 6,196$ 6,272$ 6,490$ 133,272$ 191,914$ 80,172$ 86,662$

EXPENDITURES

Public Safety 2,959$ 3,473$ 6,485$ 6,485$

Environmental & Streets


General Government 1,605 1,746 83,726$ 89,139$ 76,154$ 76,154

Debt Service

Transfers

Capital Outlays


1,632$ 1,053$ 5$ 49,546$ 102,775$ 4,018$ 4,023$

FY 2014/15

TOTALS


Expenditures


FOR FUNDS THAT ARE NOT BUDGETED


PROPRIETARY FUNDS

(In Thousands)

FIDUCIARY FUNDS


Proprietary Funds = Emergency Management Communication District Fiduciary Funds = Retirement and Relief System Fund as well as other

Supplemental Retirement Funds



- 45 -

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

REVENUES

Taxes 248,960$ 256,260$ 256,490$ 3,190.00$ 3,632.00$ 3,733.00$

Licenses and Permits 86,709 87,010 95,508

Intergovernmental 11,074 12,896 11,624 28,687 25,421 24,124



Charges for Service 12,514 12,112 13,219 72 102 135

Fines & Forfeitures 2,750 2,445 3,093 2,053 1,665 1,212

Interest Earnings 67 344 320 41 38 35

Miscellaneous 10,764 5,878 10,013 2,001 2,054 2,100

Total Revenue 372,838$ 376,945$ 390,267$ 36,044$ 32,912$ 31,339$

EXPENDITURES

Salaries and Wages 194,427$ 204,298$ 202,177$ 3,334$ 3,271$ 5,992$

Personnel Benefits 57,727 62,686 67,042 893 897 1,617

Pension Benefits

Supplies and Maintenance 17,964 18,091 19,768 5,649 5,350 3,250

Other Services and Charges 76,690 80,537 85,295 13,105 10,316 5,750

Capital Outlays 1,549 1,752 1,749 7,742 12,491 12,611

Debt Service 14,774 15,939 14,236 5,973 6,773 7,342

Transfers 8,322 7,566 106 394

Total Expenditures 371,453$ 390,869$ 390,267$ 36,802$ 39,492$ 36,562$

1,385$ (13,924)$ -$ (758)$ (6,580)$ (5,223)$

SPECIAL REVENUE FUNDSGENERAL GOVERNMENT


Expenditures

COMBINED STATEMENT OF REVENUES AND EXPENDITURES BY LINE ITEM



(In Thousands)


General Government = General FundSpecial Revenue Funds = Birmingham Fund, Birmingham Water Works Proceeds,

Community Development Block Grant



- 46 -

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

REVENUES

Taxes 28,364$ 31,935$ 32,005$ 292,228$

Licenses and Permits 95,508

Intergovernmental 5,058 1,799 1,512 37,260



Charges for Service 13,354

Fines & Forfeitures 4,305

Interest Earnings (216) (5) 8,467$ 11,597$ 9,115$ 9,470

Miscellaneous 2,435 100 2,745 111 12,224

Total Revenue 35,641$ 33,729$ 33,517$ 8,567$ 14,342$ 9,226$ 464,349$

EXPENDITURES

Salaries and Wages 208,169$

Personnel Benefits 68,659

Pension Benefits

Supplies and Maintenance 23,018

Other Services and Charges 43$ 35$ 21$ 91,066

Capital Outlays* 20 (41) 31,305$ 46,250$ 40,880$ 55,240

Debt Service 5,545 4,758 6,197 670 113 98 27,873

Transfers 34,580 32,353 30,100 30,100


(4,547)$ (3,376)$ (2,801)$ (23,408)$ (32,021)$ (31,752)$ (39,776)$

FY 2014/15

TOTALS


Expenditures




(In Thousands)

DEBT SERVICE CAPITAL PROJECTS


Debt Service = General Bond Debt Reserve Fund and Tax Increment Financing Fund Capital Projects = General Obligation funds and Capital Improvement Funds

* FY 2014 Capital Projects deficit is a result of completing 31 capital projects funded by prior year bond/warrant issuance.



- 47 -

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

ACTUAL

2012/13

ACTUAL

2013/14

BUDGET

2014/15

REVENUES

Taxes

Licenses and Permits

Intergovernmental

Employer Contributions 17,670$ 18,159$ 18,156$ 18,156$

Employee Contributions 15,848 16,096 16,225 16,225

Charges for Services 6,196$ 6,272$ 6,490$ 6,490

Fines & Forfeitures

Interest Earnings 99,279 156,774 45,791 45,791

Miscellaneous 475 885

Total Revenue 6,196$ 6,272$ 6,490$ 133,272$ 191,914$ 80,172$ 86,662$

EXPENDITURES

Salaries and Wages 65$ 76$ 68$ 75$ 79$ 155$

Personnel Benefits 14 15 11 15 20 35

Pension Benefits 79,898 84,799 76,055 76,055

Supplies and Maintenance 3,727$ 4,051 4,951 4,951

Other Services and Charges 837 1,089 1,443 3,749 4,250 1,443

Capital Outlays

Debt Service

Transfers


1,632$ 1,053$ 5$ 49,546$ 102,775$ 4,018$ 4,023$


Expenditures

FY 2014/15

TOTALS


FOR FUNDS THAT ARE NOT BUDGETED


(In Thousands)

PROPRIETARY FUNDS FIDUCIARY FUNDS


Proprietary Funds = Emergency Management Communication District Fiduciary Funds = Retirement and Relief System Fund as well as other

Supplemental Retirement Funds



- 48 -



- 49 -



- 50 -



- 51 -

CHANGES IN FUND BALANCE

The statements below shows the combined revenues and expenditures for all city funds and the net change, the excess of revenues over (under) expenditures. The net change impacts the fund balance for City funds. (The difference between assets and liabilities in governmental accounting is known as fund balance.) The following statement shows the actual change in fund balances for the year ending June 30, 2014:

COMBINED STATEMENT OF CHANGES IN FUND BALANCE

FOR ALL CITY FUNDS

FOR THE YEAR ENDING JUNE 30, 2014

(In Thousands)

Special

General Revenue Debt Service Capital Proprietary Fiduciary

Fund Funds Funds Projects Funds Funds

ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL

2013/14 2013/14 2013/14 2013/14 2013/14 2013/14

Total Revenues and Other Sources 376,945$ 32,912$ 33,729$ 11,597$ 6,278$ 191,914$

Total Expenditures and Other Uses 390,868 39,492 37,105 46,363 5,219 89,139

Revenues Over/(Under) Expenditures (13,923) (6,580) (3,376) (34,766) 1,059 102,775

Beginning Fund Balance - July 1, 2013 93,498 17,599 29,261 132,189 4,584 999,730

Ending Fund Balance - June 30, 2014 79,575$ 11,019$ 25,885$ 97,423$ 5,643$ 1,102,505$



- 52 -

The following statement shows the budgeted change in fund balance for the fiscal year ending June 30, 2015:

COMBINED STATEMENT OF BUDGETED CHANGES IN FUND BALANCE

FOR ALL CITY FUNDS

FOR THE YEAR ENDING JUNE 30, 2015

(In Thousands)

Special

General Revenue Debt Service Capital Proprietary Fiduciary

Fund Funds Funds Projects Funds Funds

BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET

2014/15 2014/15 2014/15 2014/15 2014/15 2014/15

Total Revenues and Other Sources 390,267$ 31,339$ 33,517$ 9,226$ 6,336$ 80,172$

Total Expenditures and Other Uses 390,267 36,562 36,318 40,978 6,336 76,154

Revenues Over/(Under) Expenditures - (5,223) (2,801) (31,752) - 4,018

Beginning Fund Balance - July 1, 2014 79,575 11,019 25,885 97,423 5,643 1,102,505

Ending Fund Balance - June 30, 2015 79,575$ 5,796$ 23,084$ 65,671$ 5,643$ 1,106,523$

SUM

MARY O

F GEN

ERAL FU

ND

REVEN

UES AN

D APPR

OPR

IATION

S

SUMMARY OF GENERAL FUND REVENUESAND APPROPRIATIONS



- 53 -

FY 2013 FY 2014 FY 2015

ACTUAL ACTUAL BUDGET

Property Taxes $22,001,852.01 $23,907,512.09 $23,095,000.00

Business Taxes 309,824,531.48 314,457,324.31 323,903,000.00

Permits 3,843,011.66 4,905,453.13 5,000,000.00

Fines & Fees 3,099,070.57 2,770,897.07 3,092,500.00

Intergovernmental 11,073,956.04 12,895,566.16 11,624,000.00

Charges for Services 12,583,255.82 12,169,771.90 13,219,048.00

Other Operating Revenue 11,494,059.25 11,810,346.42 10,333,468.00

Total Revenue $373,919,736.83 $382,916,871.08 $390,267,016.00

FY 2013 FY 2014 FY 2015


City Departments $308,087,421.69 $325,152,932.35 $327,195,701.00

Non Departmental 15,316,783.36 19,991,261.48 9,891,928.00

Required 8,762,641.44 8,695,399.61 8,994,121.00

Contractual 4,161,889.31 3,751,132.71 4,709,896.00

Board of Education 1,894,971.00 1,894,471.00 1,200,000.00

Transportation 11,019,000.00 11,050,000.00 11,142,500.00

Youth Programs 1,474,583.91 1,419,868.26 1,495,171.00

Economic Services 296,956.00 305,012.00 277,029.00

Social Services 45,000.00 264,000.00 50,000.00

City Owned Facilities 3,568,328.00 3,818,328.00 3,818,328.00

Events 18,266.00 66,266.00 0.00

Other Services 557,304.04 1,283,765.52 537,500.00

Redevelopment/Infrastructure Incentives 2,559,007.31 3,208,675.72 6,726,776.00

Debt Service 14,774,146.56 15,939,059.26 14,228,066.00

Total Expenditures $372,536,298.62 $396,840,171.91 $390,267,016.00

APPROPRIATIONS

SUMMARY OF REVENUES AND EXPENDITURES

REVENUES

BY FUNCTION



- 56 -

FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015

ACTUAL ACTUAL ACTUAL ACTUAL BUDGETED BUDGETED

REVENUES EXPENDITURES REVENUES EXPENDITURES REVENUES APPROPRIATIONS

GENERAL GOVERNMENT

City Clerk $1,437,090.26 $1,864,073.48 $1,459,818.00

City Council 2,674,914.42 3,222,791.05 3,606,288.00

Community Development 562,343.31 509,711.36 427,695.00

Finance $310,940,306.69 9,587,563.52 $315,412,944.88 9,876,269.43 $326,063,000.00 11,562,549.00

Law 6,823,685.01 5,853,168.96 7,085,969.00

Mayor's Off ice 35,389.68 8,610,226.75 23,047.50 7,642,426.38 20,000.00 9,100,885.00

Equipment Management 10,022.85 16,246,410.36 30,406.17 16,205,479.95 16,641,855.00

Information Management

Services 8,636,507.91 10,104,096.79 13,601,710.00

Human Resources 206,431.05 6,834,138.48 7,149,394.96 8,254,742.00

$311,192,150.27 $61,412,880.02 $315,466,398.55 $62,427,412.36 $326,083,000.00 $71,741,511.00

PUBLIC SAFETY

Planning, Engineering

& Permits $3,904,510.52 $11,996,471.10 $4,955,763.82 $11,850,362.56 $5,059,675.00 $13,194,855.00

Fire 3,079,583.38 54,709,112.26 3,148,370.84 56,828,283.93 3,161,000.00 55,275,682.00

Police 4,304,290.17 84,474,325.10 4,891,890.89 90,982,975.54 4,932,888.00 88,951,959.00

Municipal Court 3,071,402.82 4,502,973.82 2,736,494.66 4,424,572.15 3,057,500.00 4,637,919.00

Public Works 465,525.33 47,404,043.15 (11,648.12) 53,125,795.51 331,900.00 46,947,255.00

Traff ic Engineering 9,651,712.65 10,901,488.15 10,426,505.00

$14,825,312.22 $212,738,638.08 $15,720,872.09 $228,113,477.84 $16,542,963.00 $219,434,175.00

CULTURE & RECREATION

Auditorium $367,481.82 $1,163,245.40 $190,455.89 $1,174,598.04 $190,000.00 $1,215,357.00

CrossPlex at Fair Park 582,949.67 2,767,489.13 555,771.29 2,989,297.90 569,500.00 2,779,384.00

Arlington 58,623.83 494,008.26 55,075.19 547,931.26 62,000.00 549,976.00

Library 123,847.26 14,307,051.87 98,913.21 14,619,157.57 100,000.00 14,913,060.00

Art Museum 3,164,014.11 3,143,929.52 3,284,056.00

Parks & Recreation 905,256.31 10,863,174.88 763,174.40 11,022,215.36 676,499.00 11,995,156.00

Southern Museum

of Flight 28,620.86 700,343.44 25,641.51 702,872.17 20,000.00 720,838.00

Sloss Furnaces 1,676.25 476,576.50 1,590.08 412,040.33 5,000.00 562,188.00

$2,068,456.00 $33,935,903.59 $1,690,621.57 $34,612,042.15 $1,622,999.00 $36,020,015.00

OTHER $45,833,818.34 $64,448,876.93 $50,038,978.87 $71,687,239.56 $46,018,054.00 $63,071,315.00

TOTAL $373,919,736.83 $372,536,298.62 $382,916,871.08 $396,840,171.91 $390,267,016.00 $390,267,016.00

Summary of General Fund Revenues and Expenditures by Function



- 58 -

GEN

ERAL FU

ND

REVEN

UES

GENERAL FUND REVENUES

OFFICIAL OPERATING BUDGETFISCAL YEAR 2015

FY 2013 FY 2014 FY 2015ACTUAL ACTUAL BUDGET

Property Taxes410-001 Real Property $18,546,805.92 $20,205,161.17 $20,000,000.00410-002 Personal Property 1,677,189.59 1,792,010.35 1,400,000.00410-003 Redemptions 549,317.74 508,251.09 450,000.00410-004 Land Sales 50,972.60 143,807.93 45,000.00410-006 Library Share 1,177,566.16 1,258,281.55 1,200,000.00

Total Property Taxes $22,001,852.01 $23,907,512.09 $23,095,000.00

Business Taxes415-001 Sales Tax $107,413,959.20 $109,839,789.09 $117,000,000.00415-011 Use Tax 33,418,120.01 35,553,978.02 36,395,000.00417-001 Occupational License 77,844,188.83 78,654,088.94 80,000,000.00420-001 General Business Licenses 64,104,043.60 62,942,898.79 63,300,000.00420-002 Public Utilities Tax 17,275,801.94 17,621,739.99 17,500,000.00420-003 Beer Wholesale Tax 1,144.00 1,141.25 1,000.00420-004 Beer Retail Tax 27,723.45 30,399.51 27,000.00420-005 Liquor Tax 1,088,381.83 1,148,095.77 1,100,000.00420-006 Liquor & Wine Tax 142,874.35 157,565.48 150,000.00420-007 Table Wine Tax 183,663.26 167,995.81 190,000.00420-015 Dance Permits 42,355.00 34,800.00 40,000.00422-001 Lease or Rental Tax 5,834,818.09 5,887,998.25 5,800,000.00423-001 Lodging Tax 2,447,457.92 2,416,833.41 2,400,000.00

Total Business Taxes $309,824,531.48 $314,457,324.31 $323,903,000.00

Permits430-001 Building Permits $3,028,265.52 $4,267,414.75 $4,398,437.00430-002 Electrical Inspection Fees 145,138.97 127,573.38 103,802.00430-003 Elevator Permits 10,780.00 5,930.00 4,050.00430-005 Plumbing Permits 19,625.79 11,753.00 12,595.00430-006 Gas Permits 34,343.00 34,994.38 36,205.00430-007 Blasting Permits 2,000.00 1,700.00 2,100.00430-009 Excavation Permits 251,400.00 146,199.00 167,849.00430-010 Clearing & Earthwork Permits 37,940.00 45,125.00 39,300.00430-012 Billboard Permits 71,971.00 59,191.00 46,990.00

REVENUE CATEGORIES

REVENUE CODE & TITLE


- 59 -



REVENUE CATEGORIES

REVENUE CODE & TITLE430-013 Mechanical Permits 55,450.99 30,367.90 29,539.00430-015 Civil Construction Permits 2,000.00 2,300.00 1,650.00430-016 Demolition Permits 57,217.78 50,207.19 40,563.00430-017 Curb Cut Permit 11,350.00 12,325.00 9,825.00430-018 Excavation Permit-Private 17,050.00 14,000.00 14,100.00430-020 Garage Sale Permit 585.00 525.00 510.00430-022 Motor Fuel Dispenser Permit 17,100.00 6,900.00 7,950.00430-023 Special Use Permit 3,750.00 3,850.00 3,675.00430-024 Trade Licensing 45,465.00 41,640.00 46,860.00430-026 After Hours Inspection Fees 8,400.00 20,000.00 14,000.00430-050 Bingo Application Fees 2,000.00 1,500.00 0.00430-052 Food Truck/Push Cart Permit Fees 0.00 540.00 0.00430-099 Other Permits 21,178.61 21,417.53 20,000.00

Total Permits $3,843,011.66 $4,905,453.13 $5,000,000.00

Fines & Fees438-001 Municipal Court Fines $1,410,864.04 $1,272,969.22 $1,900,000.00438-003 Traffic Citations 1,027,061.42 864,941.29 700,000.00438-004 Partial Payments 358.00 42.50 0.00438-011 CRO Drug Testing Fee 179,415.00 174,175.00 165,000.00438-012 CRO Rescheduling Fees 2,820.00 3,130.00 2,500.00438-033 Municipal Court Appeal Fee 0.00 150.00 0.00438-050 Defensive Driving School Fees 116,758.42 108,695.26 95,000.00438-051 DWI Fines 232,530.43 217,184.59 125,000.00438-099 Other Miscellaneous Fees (184.00) 3,396.00 0.00439-001 Library Fines 123,847.26 98,913.21 100,000.00440-001 False Alarm Fines 5,600.00 27,300.00 5,000.00

Total Fines & Fees $3,099,070.57 $2,770,897.07 $3,092,500.00

Intergovernmental445-018 Fed FEMA ($1,109,469.29) $934,955.07 $0.00446-001 State Bank Excise Tax 1,544,607.72 1,350,416.61 1,200,000.00446-002 State Motor Vehicle License 645,253.24 632,992.35 600,000.00446-003 State Share of State Liquor Profits 137,333.22 0.00 100,000.00


- 60 -



REVENUE CATEGORIES

REVENUE CODE & TITLE446-007 State Table Wine Tax 561.77 0.00 1,000.00446-008 State Int. Reg. Plan Registration Fees 249,713.48 231,539.29 165,000.00446-009 State Liquor Stores Sales Tax 299,006.88 76,430.79 225,000.00446-010 State Oil Production Privilege Tax 20,208.65 24,604.60 28,000.00446-015 State Business Privilege Tax 2,800,627.62 2,820,527.48 2,725,000.00446-053 State EMA Income (150,000.00) 0.00 0.00447-001 Local County Gasoline Tax 1,529,535.31 1,649,501.61 1,600,000.00447-002 Local County Tobacco Tax 195,262.69 186,375.18 200,000.00447-004 Local County Road Tax 2,671,112.67 2,576,649.00 2,600,000.00447-006 Local Statewide Uniform Beer Tax 1,340,157.20 1,590,099.48 1,400,000.00447-007 Local Sales Tax on Sale of Used Cars 684,199.47 821,474.70 700,000.00447-009 Local Industrial Development Board 215,845.41 0.00 80,000.00

Total Intergovernmental $11,073,956.04 $12,895,566.16 $11,624,000.00

CHARGES FOR SERVICESCharges for Services - Public Service438-025 Parking Lot Fees $69,194.60 $57,827.30 $60,000.00450-001 Accident and Offense Reports 146,813.00 134,737.00 150,000.00450-002 Auto Storage 416,100.00 473,215.50 425,000.00450-005 Court Ordered Restoration 244.09 467.05 400.00450-008 E911 Cost Reimbursement 2,937,511.01 3,402,465.76 3,000,000.00450-012 Advanced Life Support Transports 2,911,302.35 2,977,723.91 3,000,000.00450-013 Domestic Violence Fees 26,633.50 31,498.00 30,000.00450-014 Housing Authority Reimbursement 668,321.04 674,599.68 1,273,488.00450-016 Application Fees-Ambulance Cos. 1,250.00 750.00 1,500.00450-017 Ambulance Inspection Fees 540.00 875.00 0.00450-018 Fire Hydrant Rental 400.00 6,096.00 1,000.00450-019 Fire Permits & Inspections 3,555.00 5,805.00 4,000.00450-020 After Hours Fire Inspection Fees 31,203.18 22,950.00 20,000.00450-021 Fire Department Report Fees 8,875.35 9,997.45 6,000.00450-030 Parking Meters 1,158,120.22 990,420.57 2,200,000.00450-099 Other Charges-Public Safety 47,744.66 36,831.46 0.00

Total Charges for Services - Public Services $8,427,808.00 $8,826,259.68 $10,171,388.00


- 61 -



REVENUE CATEGORIES

REVENUE CODE & TITLECharges for Services - Streets/Environmental451-001 Streets, Sidewalks, Curb Repairs $5,720.00 $5,720.00 $5,800.00451-009 Weed Control Fees 140,089.04 (323,716.20) 15,000.00451-011 Garbage Special Services 130.00 65.00 100.00451-013 Junk Sales 6,319.00 11,856.00 5,000.00451-015 Landfill Charges 143,308.23 105,847.19 150,000.00451-099 Other Charges-Street & Environ. 165,386.18 197,137.48 160,000.00

$460,952.45 ($3,090.53) $335,900.00

Charges for Services - Recreation452-001 Admission Fees $94,601.30 $75,247.51 $73,040.00452-002 Concessions 170,641.37 112,598.77 130,000.00452-003 Parking Fees 402,986.15 307,717.14 267,000.00452-004 Rent 688,703.92 765,265.57 668,959.00452-005 Drink Machines 99.00 44.60 0.00452-007 Gift Shop 5,202.58 4,107.40 9,000.00452-008 Lunches 45,816.00 41,621.18 50,000.00452-012 Concession Rev from Arena 21,275.02 4,290.76 20,000.00452-031 Rental Rev from Arena 30,403.79 53,035.35 50,000.00452-032 Rental Rev from Multi Purpose Room 20,007.98 9,300.00 15,000.00452-033 Rental Rev from Retail 2,250.00 3,250.00 0.00452-034 Rental Rev from Flea Market 8,407.00 1,228.00 0.00452-099 Other Charges-Culture & Rec 421,526.15 204,454.12 260,000.00

Total Charges for Services - Recreation $1,911,920.26 $1,582,160.40 $1,542,999.00

Charges for Services - General Government453-001 Subdivision Fees $28,603.36 $19,051.69 $34,584.00453-002 Zoning Fees 10,800.00 12,800.00 11,000.00453-008 Parking Authority 1,296,925.85 1,284,594.76 680,000.00453-010 Franchise Fees 248,568.00 248,568.00 250,000.00453-011 Right-of-Way Fiber Optic Fee 180,177.90 180,177.90 180,177.00453-012 Zoning Board Adjustments 17,500.00 19,250.00 13,000.00

$1,782,575.11 $1,764,442.35 $1,168,761.00

Total Charges for Services - Streets/Environmental

Total Charges for Services - General Government


- 62 -



REVENUE CATEGORIES

REVENUE CODE & TITLE

$12,583,255.82 $12,169,771.90 $13,219,048.00

Other Operating Revenue470-001 Interest on Investments $351,379.40 $231,590.40 $300,000.00470-002 Interest on Loans 66,250.00 229.52 20,000.00470-025 Gain/Loss on Sale of Investments (106,530.10) (93,958.25) 0.00470-035 Change in Fair Value of Investments (243,886.81) 205,828.09 0.00475-001 Rent on City Facilities 631,812.62 613,302.14 500,000.00475-003 Snack Bar Rental 4,210.43 3,924.47 4,000.00476-001 Sale of Equipment (7,294.00) 106,155.95 100,000.00476-002 Sale of Property 3,054,985.00 132,000.00 200,000.00478-001 Misc Revenue Airport Warrants 0.00 10.00 0.00478-003 Airport Expense Reimbursements 3,729,969.34 4,112,893.26 4,000,000.00478-004 Civil Defense Reimbursements 26,350.00 26,350.00 26,350.00478-008 Misc Revenue Insurance Claims 1,296,516.76 2,086.73 0.00478-027 Commission on Toll Phones 37,668.84 79,130.49 40,000.00478-034 Income from Recycling 16,611.88 3,298.41 1,000.00478-036 Expense Reimbursement 83,749.75 43,145.11 0.00478-038 Damage to City Property 71,739.34 374,652.84 50,000.00478-041 Insurance Stabilization Refund 106,988.88 0.00 0.00478-047 Credit Card Convenience Fees 45,945.90 40,260.00 15,091.00478-050 Prescription Drug Rebate 612,225.29 0.00 0.00478-051 Prescription Management Refund 206,431.05 0.00 0.00478-060 Inventory Adjustments (493,860.80) (295,424.72) 0.00478-099 Other Miscellaneous Revenue 919,064.64 252,569.82 1,043,559.00484-010 Proceeds from Debt Issuance 1,074,134.35 0.00 0.00490-031 Tfrs In from Neighborhood Allocations 9,597.49 500.00 0.00490-047 Transfers In from Fuel Tax Fund 0.00 64,805.17 0.00490-102 Transfer In from Cap.Improvement Fd 0.00 5,906,996.99 0.00490-105 Transfer In from Birmingham Fund 0.00 0.00 4,033,468.00

Total Other Operating Income $11,494,059.25 $11,810,346.42 $10,333,468.00

TOTAL REVENUE $373,919,736.83 $382,916,871.08 $390,267,016.00

Total Charges for Services


- 63 -

GEN

ERAL FU

ND

APPRO

PRIATIO

NS

GENERAL FUND APPROPRIATIONS

OFFICIAL OPERATING BUDGET

FISCAL YEAR 2015


City Departments

General Government

007 City Clerk $1,437,090.26 $1,864,073.48 $1,459,818.00

010 City Council 2,674,914.42 3,222,791.05 3,606,288.00

013 Community Development 562,343.31 509,711.36 427,695.00

019 Finance 9,587,563.52 9,876,269.43 11,562,549.00

028 Law 6,823,685.01 5,853,168.96 7,085,969.00

031 Mayor's Office 8,610,226.75 7,642,426.38 9,100,885.00

034 Equipment Management 16,246,410.36 16,205,479.95 16,641,855.00

037 Information Management Services 8,636,507.91 10,104,096.79 13,601,710.00

042 Human Resources 6,834,138.48 7,149,394.96 8,254,742.00

Total General Government $61,412,880.02 $62,427,412.36 $71,741,511.00

Public Safety

016 Planning, Engineering & Permits $11,996,471.10 $11,850,362.56 $13,194,855.00

022 Fire 54,709,112.26 56,828,283.93 55,275,682.00

043 Police 84,474,325.10 90,982,975.54 88,951,959.00

046 Municipal Court 4,502,973.82 4,424,572.15 4,637,919.00

049 Public Works 47,404,043.15 53,125,795.51 46,947,255.00

052 Traffic Engineering 9,651,712.65 10,901,488.15 10,426,505.00

Total Public Safety $212,738,638.08 $228,113,477.84 $219,434,175.00


001 Auditorium $1,163,245.40 $1,174,598.04 $1,215,357.00

002 Crossplex at Fair Park 2,767,489.13 2,989,297.90 2,779,384.00

074 Arlington 494,008.26 547,931.26 549,976.00

077 Library 14,307,051.87 14,619,157.57 14,913,060.00

080 Museum of Art 3,164,014.11 3,143,929.52 3,284,056.00

083 Parks and Recreation 10,863,174.88 11,022,215.36 11,995,156.00

085 Southern Museum of Flight 700,343.44 702,872.17 720,838.00

088 Sloss Furnaces 476,576.50 412,040.33 562,188.00

Total Culture & Recreation $33,935,903.59 $34,612,042.15 $36,020,015.00

Total City Departments $308,087,421.69 $325,152,932.35 $327,195,701.00

APPROPRIATION CATEGORIES

APPROPRIATION CODE & TITLE


- 65 -


FISCAL YEAR 2015




Non Departmental

506-002 Pensioners Health Insurance $1,008,977.00 $941,292.47 $1,693,320.00

506-025 Health Insurance Shortfall 0.00 (36.84) 3,839,340.00

507-001 Employee Auto Insurance 496.60 867.86 850.00

507-002 Employee Parking 634,377.00 587,082.00 650,000.00

507-080 Unemployment Compensation 152,252.84 210,196.10 300,000.00

507-085 Workman's Compensation 842,023.74 781,309.36 875,000.00

527-004 Bank Custodial Services 422,930.48 457,125.12 445,000.00

527-010 Commission Expenses 854.86 7,913.97 40,000.00

527-014 Consulting Fees 119,907.00 122,176.40 125,000.00

527-041 Legislative Expense 300,000.00 359,601.00 300,000.00

527-050 Other Professional Services 1,280,235.00 1,416,482.26 0.00

527-062 Security Services 20,266.52 0.00 0.00

534-037 Lodging Tax Expense 566,711.47 1,033,171.33 833,334.00

534-044 Municipal Expansion 1,395.00 0.00 5,000.00

534-068 Stormwater Fees 27,038.16 28,105.31 45,000.00

542-001 Council Discretionary Projects 421,047.00 417,177.94 450,000.00

800-031 Trfrs Out Neighborhood Allocations Fund 204,276.00 858,759.34 198,000.00

800-102 Trfrs Out Transfer to Capital Improv 9,201,342.69 3,907,506.20 0.00

800-401 Trfrs Out Transfer to Internal Svc Health 0.00 8,771,379.66 0.00

96106 Jefferson County Mayor's Assoc. 42,122.00 42,122.00 42,122.00

96107 Local Government Leadership 21,500.00 0.00 0.00

96108 National League of Cities 12,468.00 12,468.00 13,400.00

96109 U.S. Conference of Mayors 12,242.00 12,242.00 12,242.00

96110 Alabama League of Municipalities 24,320.00 24,320.00 24,320.00

Total Non Departmental $15,316,783.36 $19,991,261.48 $9,891,928.00

Required

96001 Oak Hill Memorial Cemetery $161,297.00 $161,297.00 $161,297.00

96002 Jefferson County Civil Defense 282,275.00 282,275.00 282,276.00

96005 Regional Planning Comm of B'ham 128,403.00 128,403.00 128,403.00

96006 Jefferson Cnty Brd Equalization 56,216.75 32,205.44 66,192.00

96007 Jefferson Cnty Personnel Board 3,035,135.00 2,960,028.00 3,175,000.00

96009 Birmingham Housing Authority 39,565.00 39,565.00 39,565.00

96010 Greenwood Cemetery 84,999.00 85,000.00 85,000.00


- 66 -


FISCAL YEAR 2015




96011 Planning & Zoning Commission 5,575.00 5,950.00 7,200.00

96012 Jefferson County Civic Center 4,754,175.69 4,800,676.17 4,849,188.00

96509 Construction Industry Authority 215,000.00 200,000.00 200,000.00

Total Required $8,762,641.44 $8,695,399.61 $8,994,121.00

Contractual

95042 AL High Sch Athletic Assoc (AHSAA) $6,672.28 $30,000.00 $30,000.00

96101 Animal Control 824,057.26 765,852.60 1,500,000.00

96102 So Intercollegiate Athletic Conference 0.00 0.00 77,500.00

96103 Housing for Mentally Ill 104,950.00 86,428.00 175,000.00

96104 B'ham Regional Emerg Med System 1,321.00 1,321.00 1,321.00

96105 U A B Football 225,000.00 225,000.00 225,000.00

96111 Southwestern Athletic Conference 416,892.52 0.00 0.00

96112 Magic City Classic 563,521.25 589,686.11 590,000.00

96114 Vulcan Park Foundation 431,500.00 431,500.00 476,500.00

96116 Birmingham Bowl 300,000.00 300,000.00 300,000.00

96413 High School Basketball Championship 150,000.00 150,000.00 177,500.00

96507 Birmingham Business Alliance 137,975.00 137,975.00 137,975.00

96508 REV Birmingham 700,000.00 715,000.00 700,000.00

96538 Indy Racing League 300,000.00 300,000.00 300,000.00

96774 AHSAA Wrestling 0.00 3,370.00 19,100.00

96785 Gulf South Conference 0.00 15,000.00 0.00

Total Contractual $4,161,889.31 $3,751,132.71 $4,709,896.00

Board of Education

96201 Brd of Ed Community Schools $655,000.00 $655,000.00 $0.00

96202 Brd of Ed Crossing Guards 92,464.00 92,464.00 0.00

96203 Brd of Ed Recreation Support Prog. 32,507.00 32,507.00 0.00

96205 Brd of Ed Camp Birmingham 85,500.00 85,000.00 0.00

96206 Brd of Ed Family Education 27,000.00 27,000.00 0.00

96207 Brd of Ed Coaches & Band Direct 270,000.00 270,000.00 0.00

96208 Brd of Ed Reading Initiative 362,500.00 362,500.00 0.00

96210 Brd of Ed Student Safety 180,000.00 180,000.00 0.00

96211 B'ham Pub School/Cultural Arts 90,000.00 90,000.00 0.00


- 67 -


FISCAL YEAR 2015




96212 Brd of Ed Workforce Development 100,000.00 100,000.00 0.00

96214 Board of Education - Other 0.00 0.00 1,200,000.00

Total Board of Education $1,894,971.00 $1,894,471.00 $1,200,000.00

Transportation

96301 Birmingham Transit Authority $10,800,000.00 $10,800,000.00 $10,800,000.00

96314 STRADA Transportation Initiative 0.00 0.00 92,500.00

96315 Clas Tran 219,000.00 250,000.00 250,000.00

Total Transportation $11,019,000.00 $11,050,000.00 $11,142,500.00

Youth Programs

96401 Youth Services $598,030.00 $601,630.00 $640,000.00

96403 Police Athletic Team 150,000.00 150,000.00 150,000.00

96404 Housing Authority Community Center 160,000.00 160,000.00 160,000.00

96405 JCCEO - Summer Youth Jobs 200,000.00 200,000.00 200,000.00

96406 JCCEO - P.I.N.G. 27,762.00 0.00 27,762.00

96409 P.I.N.G. Operating Expenses 16,848.91 9,134.26 10,466.00

96410 P.I.N.G. Athletic Activities 7,839.00 0.00 7,839.00

96417 Alabama Sports Festival 25,000.00 0.00 0.00

96418 Youth Games 130,000.00 140,000.00 140,000.00

96510 McWANE Center 159,104.00 159,104.00 159,104.00

Total Youth Programs $1,474,583.91 $1,419,868.26 $1,495,171.00

Economic Services

96506 Development Solutions $17,098.00 $17,098.00 $0.00

96512 Urban Impact 110,000.00 82,500.00 112,500.00

96514 B'ham Urban League/Workforce Develop. 87,999.00 87,999.00 87,999.00

96520 Titusville Development Corporation 31,997.00 31,997.00 0.00

96523 B'ham Area Technology Leadership 13,332.00 8,888.00 0.00

96535 Birmingham Film Festival 4,000.00 4,000.00 4,000.00

96536 Neighborhood Housing Services 28,530.00 28,530.00 28,530.00

96539 Alabama Center for Architecture 0.00 35,000.00 35,000.00


- 68 -


FISCAL YEAR 2015




96718 CAPS 4,000.00 9,000.00 9,000.00

Total Economic Services $296,956.00 $305,012.00 $277,029.00

Social Services

96604 Childcare Resources $0.00 $14,000.00 $0.00

96611 Bham Health Care for the Homeless 0.00 13,000.00 0.00

96612 Meals on Wheels 20,000.00 19,000.00 0.00

96620 Sickle Cell Foundation 0.00 13,000.00 0.00

96623 Oakmont Substance Abuse Program 0.00 30,000.00 0.00

96624 Agape House 0.00 40,000.00 0.00

96631 Children's Village 25,000.00 75,000.00 50,000.00

96632 Crossroads to Intervention 0.00 30,000.00 0.00

96633 Christian Service Mission 0.00 30,000.00 0.00

Total Social Services $45,000.00 $264,000.00 $50,000.00

City Owned Facilities

96517 Alabama Jazz Hall of Fame $233,328.00 $233,328.00 $233,328.00

96518 Rickwood Field 80,000.00 80,000.00 80,000.00

96519 B'ham Civil Rights Institute 525,000.00 775,000.00 775,000.00

96701 Birmingham Zoo 2,080,000.00 2,080,000.00 2,080,000.00

96704 Ruffner Mountain Agency 200,000.00 200,000.00 200,000.00

96768 Railroad Park Foundation 450,000.00 450,000.00 450,000.00

Total City Owned Facilities $3,568,328.00 $3,818,328.00 $3,818,328.00

Events

96515 B'ham International Festival $8,266.00 $8,266.00 $0.00

96516 Function at the Junction 10,000.00 58,000.00 0.00

Total Events $18,266.00 $66,266.00 $0.00

Other Services

96619 YWCA $20,000.00 $36,000.00 $0.00

96622 Village Creek Human Justice Env. 0.00 150,000.00 0.00


- 69 -


FISCAL YEAR 2015




96703 Alabama Symphony 50,000.00 45,000.00 0.00

96711 Veteran's Day 3,600.00 20,000.00 20,000.00

96741 Cultural Alliance 0.00 10,000.00 0.00

96742 Fair Housing Center-Northern AL 0.00 19,331.00 0.00

96749 NAACP 0.00 50,000.00 0.00

96750 Norwood Resource Center 35,000.00 25,000.00 0.00

96751 Shadowlawn Cemetery 30,000.00 30,000.00 0.00

96762 Labor Day Classic 48,233.99 0.00 0.00

96764 American Red Cross 0.00 15,000.00 0.00

96770 50th Anniversary of Civil Rts. Movement 96,490.95 249,630.06 0.00

96771 North Birmingham Environmental 248,979.10 295,804.46 200,000.00

96772 Magic City Smooth Jazz 25,000.00 45,000.00 0.00

96775 Bham Jefferson Food Policy Council 0.00 10,000.00 0.00

96776 Bethel Ensley Action (BEAT) Housing 0.00 45,000.00 0.00

96777 Exchange Club 0.00 18,000.00 0.00

96778 Northeast YMCA 0.00 40,000.00 0.00

96779 Taste of 4th Av Jazz Festival 0.00 30,000.00 0.00

96780 Bass Masters Classic 0.00 150,000.00 0.00

96781 World Heritage 0.00 0.00 137,500.00

96782 Empowerment Week 0.00 0.00 180,000.00

Total Other Services $557,304.04 $1,283,765.52 $537,500.00

Redevelopment/Infrastructure Incentives

545-001 Capital Outlay Redevel/Infra. Incentives $103,691.79 $1,039,663.09 $0.00

95000 Birmingham News Streetscape 26,125.00 26,125.60 26,126.00

95001 Highway 280 Cooperative 239,000.00 0.00 0.00

95002 Honda Project 194,822.29 194,470.11 194,795.00

95003 Phoenix Arts Project 13,048.44 13,048.44 16,000.00

95004 TCH 417,907.22 439,632.24 415,000.00

95008 Applebee's 85,690.56 82,418.33 104,330.00

95010 Bayer Retail VI 358,920.00 0.00 0.00

95013 City Federal 0.00 46,646.81 55,000.00

95016 Daniel/Trinity Proj (Affinity) 0.00 243,431.56 2,750,000.00

95020 Infinity Call Center 187,000.00 184,878.37 185,000.00

95021 Intermark Group Inc. 0.00 16,263.00 20,000.00


- 70 -


FISCAL YEAR 2015




95022 KAMTEK 600,000.00 300,000.00 300,600.00

95024 Serra Automotive 0.00 0.00 753,000.00

95025 Seventh Avenue, LLC 0.00 0.00 85,000.00

95031 Bayer Properties/Gus Mayer 76,000.00 0.00 0.00

95034 Hollywood 280 LLC 28,307.01 33,897.34 30,000.00

95037 Ona's Music Room 10,000.00 0.00 0.00

95038 Sav-A-Lot 0.00 38,364.86 108,000.00

95041 Newco 40,495.00 100,000.00 100,000.00

95043 Accretive Health,LLC 70,000.00 70,000.00 70,000.00

95045 BLOC Global 18,000.00 40,000.00 0.00

95046 Darden's Restaurant/Seasons 52 0.00 0.00 40,000.00

95047 Marino's 90,000.00 128,228.59 90,000.00

95048 Pappadeaux 0.00 0.00 125,000.00

95049 Thornton Enterprises 0.00 51,980.38 53,125.00

95050 Roebuck Anchor Associates 0.00 0.00 50,000.00

95051 Bayer Properties Phase II 0.00 39,627.00 125,000.00

95052 Momentum Telecom 0.00 75,000.00 75,000.00

95053 Black Market Bar and Grill 0.00 25,000.00 25,000.00

95054 Cadence Bank 0.00 0.00 33,300.00

95055 Dynamic Civil Solutions 0.00 20,000.00 40,000.00

95056 Edwards Chevrolet 0.00 0.00 175,000.00

95057 Fern Street (Dixie Fish) 0.00 0.00 50,000.00

95058 Hardy Corporation 0.00 0.00 55,000.00

95059 Lewis Communication 0.00 0.00 75,000.00

95060 Limbaugh Toyota 0.00 0.00 315,000.00

95061 Ludington Lane 0.00 0.00 62,500.00

95062 Motus Motorcycles 0.00 0.00 25,000.00

95063 Portfolio Recovery Assoc (PRA) 0.00 0.00 50,000.00

95064 World of Beer 0.00 0.00 20,000.00

95065 Fleet Pride, Inc. 0.00 0.00 30,000.00

Total Redevelopment/Infrastructure Incentives $2,559,007.31 $3,208,675.72 $6,726,776.00


- 71 -


FISCAL YEAR 2015




DEBT SERVICE

Debt Service Principal

700-001 Debt Service Principal $103,041.17 $208,935.00 $212,798.00

700-030 Debt Service Series 2012-RB 0.00 325,000.00 335,000.00

700-033 Debt Service Series 2012-CTB 0.00 75,000.00 75,000.00

720-007 Warrant Issue 2003-A G. O. Warrants 0.00 2,000,000.00 0.00

720-008 Warrant Issue 2003-B G. O. Warrants 0.00 315,225.00 0.00

720-012 Warrant Issue 2007-B G. O. Warrants 865,000.00 900,000.00 935,000.00

720-016 Warrant Issue 2010-A G. O. Warrants 7,860,000.00 7,075,000.00 6,476,250.00

720-018 Warrant Issue 2014-PNC2 Warrants 0.00 0.00 1,120,000.00

Total Debt Service Principal $8,828,041.17 $10,899,160.00 $9,154,048.00

Debt Service Interest

700-002 Debt Service Interest $9,882.04 $16,911.42 $13,050.00

700-031 Debt Service Series 2012-RB Interest 185,855.01 206,269.73 195,809.00

700-034 Debt Service Series 2012-CTB Warrant 33,832.81 37,734.38 34,453.00

721-007 Warrant Issue 2003-A G. O. Warrants 98,425.73 17,000.04 0.00

721-011 Warrant Issue 2006-C G. O. Warrants 999,653.97 1,153,538.45 1,153,539.00

721-012 Warrant Issue 2007-B G. O. Warrants 1,063,687.50 1,029,087.15 993,088.00

721-014 Warrant Issue 2010 Recovery Fund 1,344,394.03 660,317.95 1,441,191.00

721-016 Warrant Issue 2010-A G. O. Warrants 2,198,998.94 1,912,045.14 1,183,575.00

721-018 Warrant Issue 2014-PNC2 Warrants 0.00 0.00 52,325.00

Total Debt Service Interest $5,934,730.03 $5,032,904.26 $5,067,030.00

Debt Service Fees

722-007 Warrant Issue 2003-A G. O. Warrants $2,675.00 $0.00 $0.00

722-008 Warrant Issue 2003-B G. O. Warrants 1,875.36 0.00 0.00

722-011 Warrant Issue 2006-C G. O. Warrants 2,100.00 2,157.50 2,150.00

722-012 Warrant Issue 2007-B G. O. Warrants 2,625.00 2,687.50 2,688.00

722-014 Warrant Issue 2010 Recovery Fund 1,050.00 1,075.00 1,075.00

722-016 Warrant Issue 2010-A G. O. Warrants 1,050.00 1,075.00 0.00

722-018 Warrant Issue 2014-PNC2 Warrants 0.00 0.00 1,075.00

Total Debt Service Fees $11,375.36 $6,995.00 $6,988.00


- 72 -


FISCAL YEAR 2015




Total Debt Service $14,774,146.56 $15,939,059.26 $14,228,066.00

$64,448,876.93 $71,687,239.56 $63,071,315.00

TOTAL APPROPRIATIONS $372,536,298.62 $396,840,171.91 $390,267,016.00

Total Non Departmental, Boards & Agencies

and Redevelopment/Infrastructure Incentives


- 73 -

DETAIL OF BUDGETED POSITIONSBY FUNCTION

DETAIL O

F BUD

GETED

POSITIO

NS

BY FUN

CTIO

N



- 75 -

Classification

FY 2013

Budgeted

Positions

FY 2014

Budgeted

Positions

FY 2015

Adopted

Changes

FY 2015

Adopted

Positions

Total Classified 3,572 3,590 26 3,616

Total Elected Salaried 10 10 0 10

Total Appointed Salaried 140 145 0 145

Total Unclassified Salaried 161 161 0 161

Total Permanent Unclassified-Hourly 618 618 0 618

Total Temporary Unclassified-Hourly 244 244 0 244

Total 4,745 4,768 26 4,794

Classification

FY 2013

Budgeted

Positions

FY 2014

Budgeted

Positions

FY 2015

Adopted

Changes

FY 2015

Adopted

Positions

Total Classified 3,472 3,527 26 3,553






Total 4,640 4,662 26 4,688

POSITION SUMMARY - HEADCOUNT BASIS

ALL FUNDS

GENERAL FUND (001)



- 76 -

Classification

FY 2013

Budgeted

Positions

FY 2014

Budgeted

Positions

FY 2015

Adopted

Changes

FY 2015

Adopted

Positions

Total Classified 2 2 0 2






Total 2 2 0 2

Classification

FY 2013

Budgeted

Positions

FY 2014

Budgeted

Positions

FY 2015

Adopted

Changes

FY 2015

Adopted

Positions







Total 21 21 0 21


RETIREMENT AND RELIEF FUND (016)

GRANTS FUND (035)



- 77 -

Classification

FY 2013

Budgeted

Positions

FY 2014

Budgeted

Positions

FY 2015

Adopted

Changes

FY 2015

Adopted

Positions







Total 5 7 0 7

Classification

FY 2013

Budgeted

Positions

FY 2014

Budgeted

Positions

FY 2015

Adopted

Changes

FY 2015

Adopted

Positions







Total 25 24 0 24

CORRECTIONS FUND (052)


STORM WATER FUND (048)



- 78 -

Classification

FY 2013

Budgeted

Positions

FY 2014

Budgeted

Positions

FY 2015

Adopted

Changes

FY 2015

Adopted

Positions







Total 49 49 0 49

Classification

FY 2013

Budgeted

Positions

FY 2014

Budgeted

Positions

FY 2015

Adopted

Changes

FY 2015

Adopted

Positions







Total 3 3 0 3

HOME FUND (083)


HUD BLOCK GRANT FUND (081)



- 79 -

General Government

Community Developement 1 Senior Housing Rehab Specialist

2 Housing Rehab Specialist

3

Finance 1 Systems Analyst

Information Management Services 2 Systems Analyst

(2) Programmer Analyst

0

Human Resources (1) Occupational Health/Safety Administrator

Public Safety

Planning Enginering and Permits 1

(1)

1

(1)

0

Fire Department 1

1

2

Police Department 2

4

8

14

The positions below reflect the changes approved by the City Council for Fiscal Year 2015:

Architect

Senior Civil Engineer

Civil Engineer

Plans Examiner

Health Information Services Technician

Patient Account Representative

Forensic Scientist

Police Sergeant

Police Officer



- 80 -

Council approved changes (contd):

Public Safety

Traffic Engineering 2

Department of Public Works 1

Culture and Recreation

CrossPlex at Fair Park (1) Chief of Security

1 PC Network Tech

0

Museum of Art 1 Museum Conservator

1 Security Officer

2

Park and Recreation 1 Chief of Security

1 Park Maintenance Superintendent

2

Total 26

Parking Enforcement Officer

Occupational Health/Safety Administrator



- 81 -



- 82 -

FY 2013

Budgeted

Positions

FY 2014

Budgeted

Positions

Percent

Change

FY13 - FY14

FY 2015

Adopted

Positions

% Increase

(Decrease)

FY14 - FY15

General Government

City Clerk 14 14 0.00% 14 0.00%

City Council 48 47 -2.08% 47 0.00%

Community Development 60 60 0.00% 63 5.00%

Finance 124 124 0.00% 125 0.81%

Law 43 43 0.00% 43 0.00%

Mayor's Office 96 101 5.21% 101 0.00%

Equipment Management 94 98 4.26% 98 0.00%

Information Management Services 45 50 11.11% 50 0.00%

Human Resources 35 36 2.86% 35 -2.78%

Total 559 573 2.50% 576 0.52%

Public Safety

Planning, Engineering & Permits 159 163 2.52% 163 0.00%

Fire 726 726 0.00% 728 0.28%

Police 1,217 1,217 0.00% 1,231 1.15%

Municipal Court 102 105 2.94% 105 0.00%

Public Works 1,192 1,193 0.08% 1,194 0.08%

Traffic Engineering 70 70 0.00% 72 2.86%

Total 3,466 3,474 0.23% 3,493 0.55%


Crossplex at Fair Park 23 23 0.00% 23 0.00%

Auditorium 29 29 0.00% 29 0.00%

Arlington 10 10 0.00% 10 0.00%

Library 302 303 0.33% 303 0.00%

Museum of Art 39 38 -2.56% 40 5.26%

Parks & Recreation 296 297 0.34% 299 0.67%

Southern Museum of Flight 10 10 0.00% 10 0.00%

Sloss Furnaces 11 11 0.00% 11 0.00%

Total 720 721 0.14% 725 0.55%

Grand Total 4,745 4,768 0.48% 4,794 0.55%

SUMMARY OF POSITION CHANGES BY FUNCTION - HEADCOUNT BASIS

ALL FUNDS

Department By Function



- 83 -

FY 2013

Budgeted

Positions

FY 2014

Budgeted

Positions

Percent

Change

FY13 - FY14

FY 2015

Adopted

Positions

% Increase

(Decrease)

FY14 - FY15

General Government

City Clerk 14 14 0.00% 14 0.00%

City Council 48 47 -2.08% 47 0.00%

Community Development 8 8 0.00% 11 37.50%

Finance 122 122 0.00% 123 0.82%

Law 43 43 0.00% 43 0.00%

Mayor's Office 96 101 5.21% 101 0.00%

Equipment Management 94 98 4.26% 98 0.00%

Information Management Services 45 50 11.11% 50 0.00%

Human Resources 35 36 2.86% 35 -2.78%

Total 505 519 2.77% 522 0.58%

Public Safety

Planning, Engineering & Permits 154 156 1.30% 156 0.00%

Fire 708 708 0.00% 710 0.28%

Police 1,217 1,217 0.00% 1,231 1.15%

Municipal Court 74 78 5.41% 78 0.00%

Public Works 1,192 1,193 0.08% 1,194 0.08%

Traffic Engineering 70 70 0.00% 72 2.86%

Total 3,415 3,422 0.20% 3,441 0.56%


Crossplex at Fair Park 23 23 0.00% 23 0.00%

Auditorium 29 29 0.00% 29 0.00%

Arlington 10 10 0.00% 10 0.00%

Library 302 303 0.33% 303 0.00%

Museum of Art 39 38 -2.56% 40 5.26%

Parks & Recreation 296 297 0.34% 299 0.67%

Southern Museum of Flight 10 10 0.00% 10 0.00%

Sloss Furnaces 11 11 0.00% 11 0.00%

Total 720 721 0.14% 725 0.55%

Grand Total 4,640 4,662 0.47% 4,688 0.56%

SUMMARY OF POSITION CHANGES BY FUNCTION - HEADCOUNT BASIS

GENERAL FUND (001)

Department By Function



- 84 -



- 85 -

GEN

ERAL G

OVER

NM

ENT

The Pratt City Community was hit hard on April 27, 2011, when tornadoes ripped across Alabama, destroying homes, businesses, and lives. Severely damaged in the storm was the Pratt City Branch Library, the centerpiece of the neighborhood. Community, city and library leaders pledged the library would open again. Soon, a programming phase was established to help better define the vision of what a renovated Pratt City Branch Library would look like to better serve citizens in the 21st century. From the start of the planning process, the City of Birmingham insisted that a storm shelter be incorporated into the new design. The goal was to provide protection from future tornadoes and wind events.

The library’s new design pays homage to Pratt City’s mining history and the resiliency of its citizens. Windows that form a “glass box” at the library’s entrance and the roof line are reminiscent of a miner’s lamp. The tilted roof directs the building’s illumination toward Pratt City. The light symbolically represents the knowledge, progress, and community spirit evident as the community rallies and recovers from such a devastating tornado.

GENERAL GOVERNMENT

I

C

G

Equipment M

Information M

May

Human

C

Community De

OFFI

A

GENERAL

0

anagement

anagement…

Finance

yor's Office

Resources

Law

City Council

City Clerk

evelopment

ICIAL OPFISCAL

City of Birm

APPROPRIA

L GOVERFISC

TotBud

PERCEAPPR

$1.5

$0.4

In $

PERATINGL YEAR 2

mingham, Al

- 87 -

TIONS BY D

RNMENTCAL YEAR

tal General Fget $390 M

ENT OF TOROPRIATIO

5

$7

$3.6

$ Millions

G BUDGE2015

labama

DEPARTMEN

T APPROR 2015

Fund Million

OTAL ONS

10

$1

$9.1

$8.3

.1

ET

NT

OPRIATIO

15

$13.6

11.5

General Governmen$72 Million

18%

ONS

20

$16.6

nt n

OFFIICIAL OPFISCAL

City of Birm

PERATINGL YEAR 2

mingham, Al

- 88 -

G BUDGE2015

labama

ET



- 89 -

The Office of the City Clerk

Organizational Structure

Administration Records Maintenance Records Management

Deputy City Clerk

City Clerk



- 90 -

DEPARTMENT OVERVIEW

DEPARTMENT: CITY CLERK (07) FUNCTION: GENERAL GOVERNMENT Mission Statement: The Office of the City Clerk is the agency of the City designated by state law and city code to process official action occurring between the City Council, as legislative body, and the Mayor, as chief executive. The City Clerk is the legally designated custodian of all official City records. The City Clerk also certifies all official actions of the City Council and attests to all official documents signed by the Mayor. The Clerk’s office serves as Liaison to several boards and agencies by providing them with administrative services, records keeping and staff assistance. The office also directs and operates a Records Management Program for all departments of the City. The Clerk’s office manages, conducts and canvasses all city elections. Department Insights: The City Clerk is the officer designated by state law to direct the official administrative liaison required to complete all actions between the City Council and the Mayor including: the preparation of the weekly council agenda; maintaining a permanent journal of the City Council proceedings; and overseeing a system of permanent records of all resolutions, ordinances, and other official actions of the Council. The Clerk certifies all actions of the Council for approval or veto by the Mayor, attests to the authenticity of city documents and certifies them to departments and agencies. The City Clerk, as the legally designated custodian of official records and documents, prepares and maintains weekly council meeting minutes and permanent records of all adopted ordinances and resolutions (including budgets), and keeps a permanent file of all contracts, agreements, deeds, board appointments, insurance policies, bonds and other vital documents. The City Clerk also prepares official transcripts of documents required by courts of law or City officials. The City Clerk’s Office prepares and publishes all required legal advertisements and public notices of City business, gives official notice to property owners of public improvements and public assessments, and receives and records all official claims and legal actions against the City. The Office of the City Clerk provides the general public and public agencies with access to all official records. The department also assists individuals and groups seeking information about the City and its various departments. The City Clerk as secretary of the Elections Commission, along with the Clerk’s staff, conducts and canvasses all City elections. As secretary to the Industrial Development Board



- 91 -

and several other revenue bond financing agencies, the City Clerk provides administrative support and record keeping services to these quasi-governmental agencies. The Clerk’s Office provides a program of records management for all departments of the City including inventorying, retention scheduling, destruction and an off-site program for inactive records. Performance Goals:

• Indexing of City Council minutes. • Indexing of contracts, agreements, appointment letters and leases entered into by

the City. • Indexing of deeds (property sold or purchased by the City). • Improve the maintenance, care, and security of the permanent archival records and

documents and increase destruction of inactive and outdated records. • Implementation of an electronic scanning system for actions adopted by the City

Council and all contracts and agreements.

Selected Objectives:

• To provide for the indexing and filing of all contracts and agreements within 14 – 21 days after receipt.

• To provide the indexing and filing of deeds within seven (7) days after receipt. • To provide for contract expiration notices to be listed 14 – 21 days after approval of

the item by the City Council or notification by the City Clerk’s Office. • To develop a computerized system for transferring record description to contract

storage. • To provide immediate computer access of actions adopted by the council for all

departments.



- 92 -

Performance Measurements:

FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Number of Appointments to Boards and Agencies

50 32 40

Number of Bond Financing Meetings (IDB) 13 13 20

City Council Meetings 51 49 53

Claims Filed Against the City 650 675 675

City Council Agendas with attachments 1,126 686 742

City Council Agendas without attachments 2,550 2,450 2,650

Number of Contracts and Agreements 1,350 1,932 2,000

Insurance Policies (Public Service Vehicles) 45 45 45

Itinerant Junk Dealer Permits 2 4 4

Junk Yard Permits 1 0 0

Number of Resolutions 2,100 2,467 2,480

Number of Ordinances 170 185 190

Number of Zoning Ordinances 15 16 20



- 93 -

Personnel Services Supplies Professional Rental Expenses General & Administrative

GRAND TOTAL

Pay Grade Classification Title

Class Code

APPOINTED - SALARIED:600 City Clerk 99128 1 1 1 0 1601 Deputy City Clerk 99127 1 1 1 0 1

Total Appointed Salaried 2 2 2 0 2

CLASSIFIED - SALARIED25 Records Manager 00827 1 1 1 0 121 Records Management Analyst 00825 1 1 1 0 118 Records Analyst 00820 1 1 1 0 116 Administrative Assistant 00066 3 3 3 0 313 Administrative Clerk 00050 6 6 6 0 6

Total Classified - Salaried 12 12 12 0 12

TOTAL POSITIONS 14 14 14 0 14

DEPARTMENT: CITY CLERK (07)FUNCTION: GENERAL GOVERNMENT

EXPENDITURE CATEGORIES2013 2014 2015


$618,855.75 $668,034.91 $659,953.004,542.10 5,001.01 4,544.00

611,086.79 684,133.85 419,951.009,837.95 276,855.83 142,600.00

192,767.67 230,047.88 232,770.00

$1,437,090.26 $1,864,073.48 $1,459,818.00

DETAIL OF BUDGETED POSITIONS

PERSONNEL CLASSIFICATION FY 2013 Budgeted Positions

June 30, 2013

FY 2014 Budgeted Positions

July 1, 2013


June 30, 2014

FY 2015 Council Adopted Changes


July 1, 2014



- 94 -

The Office of the City Council


CommitteeAdministrative

Assistants

Councilors

Central Staff

Council Administrator

Council President CouncilPresident's

Staff



- 95 -

DEPARTMENT OVERVIEW

DEPARTMENT: CITY COUNCIL (10) FUNCTION: GENERAL GOVERNMENT Mission Statement: As financial and physical resources in the United States are being stretched to the limits, it isthe mission of the Birmingham City Council to provide sound legislative decisions that willpromote stability through responsible budgeting and strategic planning for the Citizens ofBirmingham. As the legislative branch, the Council encourages laws that will continue toprovide stability in governmental services for the residents of this City. Department Insights: The Council has certain duties that must be performed regularly to ensure continuity in the operations of the City. One of these duties is the approval of the annual operating and capitalbudgets (which are recommended by the Mayor). Another duty is appointing members tovarious boards and agencies of City government. The Council is also responsible for creating, changing, or abolishing city departments or offices as recommended by the Mayor,filling vacancies on the council staff and granting franchises. Council members are elected to serve four year terms. The Council elects a president and a president pro tempore to serve four year terms. The Council is organized into a number of standing committees. These committees assistthe Council in its efforts to make the best possible decisions on issues that come before it.Each committee includes a chairman and two members appointed by the council president.The standing committees are structures around the following functions: Administration; Budget and Finance; Economic Development; Education; Parks and Recreation; Birmingham Arts and Cultural Commission (BACC), Planning and Zoning; Public Improvements; Public Safety; Transportation and Utilities. Although their responsibilities to the City of Birmingham are somewhat complex, the councilmembers serve the City on a part-time basis, and many of them are involved in full-time careers outside of city government. For these reasons the council members are authorizedto hire committee assistants. A full-time central staff consisting of a council administrator, deputy council administrator, administrative assistants and clerical persons, are employed to run the day to day operationsof the city council office. Their duties include, but are not limited to conducting research,performing policy analysis and evaluation, gathering data, coordinating meeting schedulesand providing a variety of clerical services.



- 96 -

Performance Goals:

• Give policy direction within the context of the Mayor/Council Act. • Encourage citizen involvement in policy formulation and decision making. • Communicate the priorities and policies of city government to the public. • Promote more comprehensive planning efforts in response to anticipated growth. • Provide information and services that are responsive to citizen needs and desires. • Produce a budget that sets goals and objectives designed to measure the City’s

performance.


• To provide strategic planning initiatives to develop a “Master Plan” for the City of Birmingham and to ensure that implementation of an economic development strategy will become a significant aspect of the City’s “Master Plan” within FY 2015.

• To work on implementing performance measurements that drive budget decisions in

the City Council’s Office within FY 2015. • To provide continuous communication between the Mayor and his staff in an effort to

maintain a stable and efficient government. Performance Measurements:

FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Number of City Council meetings 50 51 51

Number of Study Sessions, Special Meetings 9 12 15

Number of Committee Meetings 117 108 100

Number of Outside Meetings (cumulative) 1 5 5



- 97 -

Personnel Services Repairs & Maintenance Supplies Professional Rental Expenses

Contributions to Boards & Agencies Capital Outlay

GRAND TOTAL


Class Code

ELECTED - SALARIED:300 Council President 91000 1 1 1 0 1301 Council Member 91001 8 8 8 0 8

Total Elected Salaried 9 9 9 0 9

APPOINTED - SALARIED:Permanent Full-time

344 Council Administrator 91002 1 1 1 0 1311 Chief Administrative Assistant 91007 1 1 1 0 1312 Council Assistant 91008 1 1 1 0 1313 Council Assistant 91009 1 1 1 0 1314 Council Assistant 91010 1 1 1 0 1315 Council Assistant 91011 1 1 1 0 1316 Council Assistant 91012 1 1 1 0 1318 Council Assistant 91014 1 1 1 0 1319 Council Assistant 91015 1 1 1 0 1

322 Committee Assistant 91018 1 1 1 0 1




DEPARTMENT: CITY COUNCIL (10)FUNCTION: GENERAL GOVERNMENT



$2,007,560.90 $2,111,323.85 $2,666,284.000.00 3,220.04 0.00

General & Administrative 173,451.66 303,426.50 277,123.00

21,760.51 34,416.69 30,645.00340,092.02 694,717.14 622,083.00

$3,222,791.05 $3,606,288.00

7,049.33 8,156.34 10,153.00

125,000.00 0.00 0.000.00 67,530.49 0.00

$2,674,914.42



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 98 -


Class Code

327 Committee Assistant 91023 1 1 1 0 1328 Committee Assistant 91024 1 1 1 0 1329 Committee Assistant 91025 1 1 1 0 1330 Committee Assistant 91026 1 1 1 0 1331 Committee Assistant 91027 1 1 1 0 1332 Committee Assistant 91028 1 1 1 0 1333 Committee Assistant 91029 1 1 1 0 1334 Committee Assistant 91030 1 1 1 0 1336 Committee Assistant 91032 1 1 1 0 1337 Committee Assistant 91033 1 1 1 0 1337 Committee Assistant 91034 1 1 1 0 1339 Committee Assistant 91035 1 1 1 0 1340 Committee Assistant 91036 1 1 1 0 1341 Committee Assistant 91037 1 1 1 0 1343 Committee Assistant 91039 1 1 1 0 1345 Committee Assistant 91040 1 1 1 0 1346 Council Assistant 91041 1 1 1 0 1347 Committee Assistant 91042 0 0 1 0 1349 Council Assistant 91044 1 1 1 0 1350 Council Assistant 91045 1 1 1 0 1351 Council Assistant 91046 1 1 0 0 0

Total Permanent 32 32 32 0 32

Permanent Part Time323 Committee Assistant 91019 1 1 1 0 1335 Committee Assistant 91031 1 1 1 0 1347 Council Assistant 91042 1 1 0 0 0348 Council Assistant 91043 1 1 1 0 1

Total Permanent Part Time 4 4 3 0 3

Temporary Part Time

320 Council Assistant 91016 1 1 1 0 1




June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 99 -


Class Code


Total Temporary 3 3 3 0 3



July 1, 2014


June 30, 2013


July 1, 2013


June 30, 2014





- 100 -

The Department of Community Development


DIRECTOR

Administration Housing

Special Projects

Public Services

Accounting Land Banking



- 101 -

DEPARTMENT OVERVIEW

DEPARTMENT: COMMUNITY DEVELOPMENT (13) FUNCTION: GENERAL GOVERNMENT Mission Statement: The Department of Community Development delivers direct assistance to citizens in low to moderate income levels in the form of housing repairs, homeless shelters, and related services and also plans, coordinates and implements programs for the development andrevitalization of neighborhoods and communities in the Birmingham area. The mission ofCommunity Development is to ensure that all citizens in the City of Birmingham haveadequate and affordable housing opportunities in safe, livable and decent neighborhoods. Department Insights: Much of the City’s development activity is coordinated through the Community DevelopmentDepartment’s five major divisions: Public Services, Housing, Special Projects, Land Banking,and Accounting. With assistance from the Special Projects Division, the Public Services Division isresponsible for the administration of CDBG, ESG and HOPWA grant funds received through HUD. The activities with this division include applications, environmental reviews, federallabor standards compliance, and eligibility determination. The Housing Division provides financing, administrative and technical support for theproduction of affordable housing units through homebuyer assistance, new housingdevelopment, home repairs and technical assistance to nonprofit Community Housing Development Organizations (CHDO). This division also ensures the habitability of existinghousing units via the enforcement of the City’s Housing Codes. The Accounting Division is responsible for the financial management of the CommunityDevelopment Department. This division monitors the expenditure of funds and ensures thatfinancial and administrative matters are conducted efficiently, effectively, and in compliancewith prescribed procedures. The Special Projects Division is responsible for new Community Development initiatives anddeveloping and qualifying, through HUD regulations, any new programs. This division plansall new programs and brings together stakeholders that may be of benefit and/or that may beaffected. The Land Banking Division is responsible for assisting the land bank develop new programsand coordinating those programs with current Community Development initiatives. Thisdivision is currently under development in anticipation of the establishment of the BirminghamLand Bank Authority.



- 102 -

A. Public Services Division Performance Goals:

1. To assist in the administration of the Community Development Block Grant (CDBG),the Emergency Solutions Grant (ESG), the HOME Investment Partnership (HOME), the Housing Opportunities for Persons with Aids (HOPWA) programs funded throughthe U.S. Department of Housing and Urban Development (HUD). These programspresently total $7,622,330.

2. To carry out the criteria for national objectives to insure that all CDBG and ESG

assisted activities comply with at least one or more of the following national objectives:

• Coordination of the City’s annual HUD required Consolidated Planning andStrategic Plan Development submission as well as the implementation of theCity’s Action Plan.

• Coordination and tracking of approximately 52 ongoing public service

agreements with non-profit organization representing approximately $2,743,535annually in public services funded CDBG, ESG and HOPWA programs. Thisresponsibility includes the development of all necessary contractual agreements, monitoring of sub-recipients, processing of payments and otherrelated duties as authorized by the Mayor and City Council.

• Coordination of all federal, state, and local government reporting associated

with the CDBG, ESG, Economic Development, and related activitiesadministered through the Public Services Division.


• Identify, implement and administer public facility and improvement, housingrehabilitation, public service activity and commercial revitalization/economic development projects that can be completed within one year under the CDBGprogram.

• Identify, implement and administer ESG projects to provide essential services

as well as related supportive service/continuum care activities, homelessprevention activities and shelter renovations that can be completed in one year,and to fund maintenance/operations and staff expenses of an on-going facility.



- 103 -

Performance Measurements: The successful administration of the CDBG, ESG and other Federal programs funded through the U.S. Department of Housing and Urban Development (HUD). The criteria for administering these programs are established by HUD on an annual basis. The funding levels are as follows: FY 2013

Actual FY 2014 Actual

FY 2015 Goal

CDBG ($’s administered) $5,541,756 $5,465,565 $5,400,00

ESG ($’s administered) $521,460 $453,937 $450,000

HOPWA ($’s administered) $582,166 $589,189 $585,000

HOME ($’s administered) HPRP ($’s administered) NSP-HUD & NSP ADECA ($’s administered) CDBG-R ($’s administered) NSP 3 ($’s administered)

$1,191,453

-

-

-

$2,576,151

$1,113,639

-

-

-

-

$1,100,000

-

-

-

-

Disaster Recovery-Supplemental CDBG-Disaster Recovery

$350,000

-

-

$4,465,451

-

$4,000,000

B. Housing Division Performance Goals: The primary goal of the Housing Division is to provide safe, decent and sanitary housing for all citizens of the City and to provide home ownership opportunities for low/moderate income families.



- 104 -


1. Single Family Housing Assistance/Rehabilitation – Provide rehab assistance to eligible single-family homeowners to allow owners to live in safe and decent housing and toencourage neighborhood revitalization and preservation thereby reducing the numberof substandard units. (Approximately 340 units will be assisted).

2. Multi-Family Rehab Assistance – Decrease the number of low/moderate income rental

units available, which do not meet the minimum Housing Code. Approximately 10 units will be assisted by offering rehab assistance to multi-family properties in targeted neighborhoods.

3. Single-Family New Construction – Receive and process applications from contractorsfor participation under the New Housing Development Program. Also provide technical assistance to non-profit organizations for participation in this program andother city programs as required.

4. Minimum Code Enforcement – Enforce the minimum Housing Code as required, i.e.,complaint basis, designated area, or by council action. Complaints will be workedwithin 2 weeks of receipt.

5. Commercial Revitalization – Provide inspections in designated commercial

revitalization areas; re-inspect for compliance and work with the Design ReviewCommittee to resolve complaints.

6. Housing Counseling – Provide housing counseling assistance to 255 participants on

the City’s Housing loan program through Neighborhood Housing Services Birmingham, Inc., and Birmingham Urban League.

7. Home –To provide assistance to four Community Housing Development Organizations

(CHDO). To provide funding for multi-family and single-family projects on a competitive basis to developers.

8. Mortgage Services – To provide monitoring for $20 million housing mortgage portfolio

being serviced by Amerinational Community Services. Track and measure delinquent accounts for counseling or collection.



- 105 -


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Single-Family Housing Assistance 325

299 300

Multi-Family New Construction (HOME)

98 42 35

Single Family New Construction (HOME)

32 6 5

Minimum Code Enforcement: First Inspection 1,200 1,200 1,200 Re-Inspection 6,000 6,000 6,000 Commercial Revitalization 0 5 2

Acquisition 17 6 10 Housing Counseling 923 799 800



- 106 -

Personnel Services Supplies Professional General & Administrative

GRAND TOTAL


Class Code

APPOINTED - SALARIED625 Director of Community Dev. 91300 1 1 1 0 1


CLASSIFIED - SALARIED25 Principal Housing Rehab Spec 02927 1 1 1 0 122 Administrative Coordinator 00069 1 1 1 0 122 Sr. Housing Rehab Specialist 02925 0 0 0 1 120 Housing Rehab Specialist 02923 4 4 4 2 613 Administrative Clerk 00050 1 1 1 0 1

Total Classified Salaried 7 7 7 3 10

Total Positions 8 8 8 3 11

DEPARTMENT: COMMUNITY DEVELOPMENT (13)FUNCTION: GENERAL GOVERNMENT



$558,512.41 $509,200.53 $404,017.002,926.81 0.00 22,774.00

404.09 310.83 404.00500.00 200.00 500.00

$562,343.31 $509,711.36 $427,695.00



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 107 -

The Department of Finance


Director

Administration

Deputy Director

Tax & License Administration

Administrative Services

Revenue Examiners

Auditing

Purchasing

Print Shop

Procurement

Warehouse

Payroll & Pension Administration

Deputy Director

Budget & Systems

Cash & Investment Management

General Accounting

Project Accounting

Special Assessments

Financial Reporting

Accounts Payable

Audit and Reconciliation

Fixed Assets



- 108 -

DEPARTMENT OVERVIEW

DEPARTMENT: FINANCE (19) FUNCTION: GENERAL GOVERNMENT Mission Statement: The Finance Department will provide leadership and support in the city’s financial affairs sothat all comprehensive financial management and administration matters are conducted in anefficient, effective and professional manner. The department will provide services and support to the citizens of Birmingham, elected officials, city employees and other interestedparties on a timely and accurate basis. Department Insights: There are several divisions within the Finance Department which carry out a variety of responsibilities that range from the more familiar payroll production to the lesser known debtissuance. Several of the major tasks and responsibilities performed by the FinanceDepartment include: payroll production, tax and license collection, cashier’s function, purchasing, printing, warehouse stores, auditing, accounting, investments, pension fundmanagement, debt management and issuance, grant accounting, public assessmentmanagement, insurance and risk management, budget administration and accounts payable. With the continuing demands for services by the citizens of the City, it is incumbent upon theFinance Department to rigorously enforce all applicable license and tax laws to insure receiptof amounts due the City. Toward this end the department’s Uniform License and Tax Revenue Accounting System (ULTRA) has enabled the Tax and License Administration to more effectively enforce and collect revenues, while at the same time providing more timely information to the administration. The importance of an adequate revenue system can be readily understood by the fact that approximately 83% of General Fund revenues are collected through the Tax and License Administration Division. With regards to improvements in the Purchasing Division, new procedures and controls will be instituted which will enable the Finance Department to continue meeting the needs ofother city departments while at the same time effectively operating under all appropriate laws.The Purchasing division plays an important role in the overall operation of the City and it is critical that all departments understand not only their roles, but the role of the Purchasingdivision in this relationship. Additionally, the Finance Department continues to make improvements in the cashmanagement area regarding increased investment performance through the Cash andInvestment Management System (CIMS). Budgeting and General Accounting continue toperform vital roles in the operation of the department, which has included the implementationof a new accounting and budgeting system developed by New World Systems and Lawson Budgeting and Planning.



- 109 -

The new Pension and Payroll Administration Division creates a “one-stop” approach to providing payroll and pension-related services, education and information. Key to this approach is the implementation of the new Infor-Lawson HR Payroll software application, and the future creation and launch of a pension services website.

A. General Accounting Performance Goals:

• Continue risk assessment program.

• Enable user departments to access financial information pertinent to their operations.

• Update Financial Policies and Procedures. • Train Departments in entering departmental information into the New World

System. • Provide additional training for General Accounting staff as needed.


• To assess various City operations to determine areas susceptible to losses.

• Provide timely financial reporting.

Performance Measurements: FY 2013


FY 2015 Goal

Number of days to complete the CAFR

120

90

90



- 110 -

B. Revenue Division Performance Goals:

• Increase tax revenue. • Improved customer service through a more streamlined application process which

taxpayer ID numbers will be assigned more expeditiously providing speedy accessto tax forms for reporting purposes.

• Increase taxpayer compliance by reducing the number of delinquent taxpayer

accounts within a territory, resulting in a reduction of the delinquency ratio.

• Continuation of legal enforcement plan in tax compliance efforts. Selected Objectives:

• Increase audit efficiency by compliance with procedures that parallel the AlabamaTaxpayers Bill of Rights and Uniform Procedures Act as required by Act 98-91.

• Increase the number of compliance audits with a reduction in hours required to

complete audits utilizing sampling and computerized audit techniques.

• Review and continue input on legislative proposed tax changes to business license standardization.

• Develop ways in which the system will automatically send letters for delinquent

periods and develop rules for the generating of reports to determine deviations inreporting.

• Evaluate collection procedures for delinquent accounts.

• Complete method of business classification by transferring from Standard Industrial

Classification (SIC) to North American Industry Classification System (NAICS).



- 111 -


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Audits completed 124 35 100

Audit Assessments (Dollars) $0 $1,067,445 $2,500,000

Dollars collected $3,462,690 $843,372 $1,500,000

C. Budget Office Performance Goals:

• To provide accurate and timely budget information to City officials, staff and other users.

• To monitor expenditures of the City funds to assure that they do not exceed

amounts appropriated by the City Council.

• To provide instructional assistance and support to personnel whose job duties include entering purchase requisitions and/or preparing budget requests.


• Publish the 2015 Official Operating Budget within 90 days after the budget is approved by the City Council.

• Monitor the Revenue Collections, Budget Performance Reports and Project

Accounting reports on a regular basis and notify the departments of any errors or potential funding problems.

• Conduct training sessions with City departments on budget procedures in both the

work-shop seminar and on-site visit formats.

• Seek additional ways to automate the budget process in order to improve efficiency and to eliminate unnecessary paperwork.

• Prepare financial analysis on various City operations in an effort to economize

operations.



- 112 -


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Number of days to complete budget after council approval

120 120 75

Conduct training sessions with city department personnel

4 4 4

Review of expenditure and revenue reports Monthly Monthly Monthly

On-site visits 15 15 15

D. Purchasing Performance Goals:

• Reduce the amount of time it takes to purchase goods and services for departments, and the cost of those goods and services.

• Reduce purchasing buyer’s repetitive workload, and thus improve efficiency.

• Reduce the number of instances where city departments commit unauthorized

commitments of city funds in violation of the Mayor – Council Act requiring a vendor to file a claim with the City Attorney for payment of the department and request the Finance Director to authorize the Accounting division to process an “Approved for Payment “request.

• Ensure City departments properly address correspondence to conform to the U. S.

Postal Service standards, thus allowing City 1 and 2 ounce mail to be mailed at the lowest possible postal rates.


• Establish during FY14-15 as many unit priced bids for 36 month periods as possible for any other goods and services that are purchased for one or more city departments on a repetitive basis.

• Notify Departments via notes on rejected requisitions that unauthorized commitments

for items purchased in violation of the Mayor-Council Act require the vendor to file a claim with the City’s Law Department in order to be paid for the good or service provided without a Purchase Order per guidance from the City Attorney.



- 113 -

• Continue to educate departments and continue to audit outgoing 1 and 2 ounce mail pieces to ensure they are addressed in accordance with U.S. Postal standards so the City Mailroom will continue to obtain the quarterly 95% acceptance rate certificate from our commingling mail service provider, signifying that the City is receiving the lowest postal rates possible on 95% or more of our 1 and 2 ounce mail pieces.


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Number of long term unit bids awarded 48 39 45

Annual mail acceptance rate from City Mailroom exceeded 90%

94.7% 95.25% 95%

Approximate postage dollars saved by mailing postcards to notify bidders of bidding opportunities

$2,789 $1,878 $2,800

Approximate dollars saved annually by comingling one(1) and two(2) ounce mail through Mailsort/Flexdigital

$14,927 $13,587 $15,000

E. Cash Management Performance Goals:

• Implement New World System Cash Receipting module in outlying departments.

• Implement systems which would reduce paper use.

• Expand web site functionality to include information on the City’s debt and investments.

• Update Investment Policies.

• Implement a formal Debt Policy.

• Update Cash Handling Policies & Procedures and implement in all departments.



- 114 -


• To continue to implement sound cash management, which ensures adequate cash availability, proper safeguarding of assets, and maximum investment yield, with assurance that investments are optimized for the best possible return for taxpayers.

• To follow recommended cash management practices by a continued focus on the

following:

o Active monitoring of cash flows. o Accelerated collection of receipts. o Optimizing the timing of disbursements.

o Maximizing interest while maintaining lawful, prudent, and properly secured

investments.

• To diversify City investments to reduce portfolio risk through such means as:

o Limiting investments to avoid over-concentration in securities from a specific issuer or business sector, excluding U.S. Treasury securities.

o Limiting investments in securities that have higher credit risks.

o Investing in securities of varying maturities.

o Continuously investing a portion of the portfolio in readily available funds, such

as money market funds, to ensure that appropriate liquidity is maintained to meet ongoing obligations.


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Average return on investments 0.67% 0.36% 0.40%

Cash receipts written 20,834 23,497 24,000

F. Payroll and Pension Administration Performance Goals:

• Continue to pay employees and pensioners accurately in a timely manner.



- 115 -

• Complete implementation of the Infor-Lawson HR Payroll software application.

• Relocate Payroll and Pension Administration office to a space within the Finance Department that will promote increased productivity, efficiency, security and privacy.

• Review and update written payroll and pension policies and procedures.

• Implement imaging solution to address payroll and pension file storage issues.

• Provide access to employee and retiree payroll data, including pay stubs, W-2’s and 1099R’s through an Internet and Intranet Employee Self Service software application.

• Implement bi-weekly withholding for all involuntary active employee deductions.

• Eliminate inefficient manual processes.

• Implement electronic pension loan applications process.

• Provide monthly pension benefit education/information sessions by department.

• Organize an annual Pension Education Conference for the benefit of active employees and pensioners.


• Continue to accurately and timely process pay for active employees and retirees.

• Increase the number of pension benefit calculation estimates generated.

• Increase active employee and pensioner participation in the direct deposit program to 100% by implementing a pay card option.

• Timely meet all Pension Board Agenda filing deadlines.

• Schedule monthly pension education sessions for active employees.



- 116 -


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Pension Education Sessions

24 36 40

Total Direct Deposit Enrollments 85% 97% 99%

Pension Board Agenda Deadlines 24 24 24

Pension Benefit Calculation Estimates 62 80 100

Number of Active Employee Paychecks (Monthly Average)

8,000 8,200 8,300

Monthly Average of Gross Wages (Active Employees)

N/A $16,200,000 $17,078,000

Number of Pension Benefit Checks (Monthly Average)

3,000 3,323 3,400

Monthly Average of Gross Benefits (Pensioners)

N/A $6,620,000 $6,700,000



- 117 -

Personnel ServicesRepairs & MaintenanceSuppliesProfessionalUtilitiesRental ExpensesGeneral & AdministrativeCapital Outlay

GRAND TOTAL


Class Code

APPOINTED-SALARIED:632 Director of Finance 91900 1 1 1 0 1633 Deputy Director of Finance 91901 2 2 2 0 2


CLASSIFIED-SALARIED:Permanent

32 Tax and License Administrator 01047 1 1 1 0 132 Budget Officer 01037 1 1 1 0 132 Chief Accountant 01028 1 1 1 0 132 Purchasing Agent 00898 1 1 1 0 132 Cash & Investment Manager 01029 1 1 1 0 132 Payroll and Pension Admin 01020 1 1 1 0 128 System Analyst 02583 0 0 0 1 127 Principal Accountant 01027 7 8 9 0 927 Principal Auditor 01007 3 2 2 0 227 Payroll Manager 01017 1 1 1 0 127 Inventory Manager 00895 1 1 1 0 1

DEPARTMENT: FINANCE (19)FUNCTION: GENERAL GOVERNMENT


ACTUAL ACTUAL BUDGETED

$7,172,517.83 $7,262,667.97 $8,378,184.003,258.94 6,694.23 6,574.00

94,001.34 65,612.43 90,038.001,090,226.13 1,360,624.31 1,773,456.00

10,613.81 16,403.69 16,025.0027,846.04 42,764.95 50,820.00

1,179,399.43 1,100,040.85 1,247,452.009,700.00 21,461.00 0.00

$9,587,563.52 $9,876,269.43 $11,562,549.00



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 118 -


Class Code

27 Assistant Purchasing Agent 00896 1 1 1 0 127 Print Shop Manager 00790 1 1 1 0 127 Pension Coordinator 00349 1 1 1 0 124 Sr. Administrative Analyst 02085 2 2 2 0 224 Print Shop Supervisor 00787 0 0 1 0 123 Senior Accountant 01025 8 8 7 0 723 Senior Auditor 01005 10 10 10 0 1023 Budget Analyst 01031 3 3 3 0 323 Principal Buyer 00880 1 1 1 0 121 Senior Buyer 00875 4 4 4 0 421 Auditor 01003 2 2 2 0 221 Accountant 01023 3 3 3 0 321 Senior Revenue Examiner 01135 1 1 1 0 119 Buyer 00873 2 2 3 0 318 Payroll Specialist 01015 4 4 4 0 418 Senior Printer 00756 4 4 3 0 318 Revenue Examiner 01133 11 11 11 0 1117 Mail Rm & Stores Supervisor 00858 1 1 1 0 116 Accounting Assistant II 00455 17 17 17 0 1716 Administrative Assistant 00066 1 1 1 0 115 Meter Technician 08133 4 4 4 0 415 Senior Stores Clerk 00855 3 3 3 0 313 Bindery Worker 00763 1 1 1 0 113 Accounting Assistant I 00453 1 1 1 0 113 Administrative Clerk 00050 7 7 6 0 612 Stores Clerk 00853 2 2 2 0 28 Driver Messenger 08003 1 1 1 0 17 Office Assistant 00060 1 1 1 0 1




June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 119 -


Class Code

UNCLASSIFIED-HOURLY:Permanent

134 Laborer 92753 4 4 4 0 4

Total Unclassified Hourly 4 4 4 0 4




June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 120 -

The Department of Law


City Attorney

Administration Administrative Services Assistant City Attorneys



- 121 -

DEPARTMENT OVERVIEW

DEPARTMENT: LAW DEPARTMENT (28) FUNCTION: GENERAL GOVERNMENT Mission Statement: The mission of the Law Department is to provide legal services to the Mayor, City Council,officers, boards, agencies, and employees of the City of Birmingham, to handle civil claimsagainst the City, to draft and approve contracts, deeds, resolutions, ordinances, grants andother legal documents, to collect funds and property owed to the City, and to prosecute anddefend various administrative, civil and criminal matters involving the City in an efficientmanner. The Law Department further desires to appropriately monitor and manage the legal servicesprovided by outside counsel in the best interest of the City of Birmingham. Department Insights: The Law Department is structured to have a City Attorney, a Deputy City Attorney, threeChief Assistant City Attorneys and, currently, twenty-four (24) assistant city attorneys – all full-time. Six of the attorneys are almost exclusively engaged in prosecution of misdemeanorcases in the City of Birmingham’s Municipal Courts and appeals to the Jefferson County Circuit Court from the Municipal Court. Birmingham Municipal Court operates at least 8special dockets from 8:00 to 5:00 Monday thru Friday including Domestic Violence, Traffic,Enhanced Drug, Misdemeanor, Enhanced Gun, Jail, Bilingual, Veterans’ and Turning Point/Homeless Courts. The remaining department attorneys are engaged in a variety of legal matters described asfollows: rendering legal advice to the Mayor, City Council members, City departments andCity boards and agencies; preparing ordinances, resolutions and contracts for use by theCity; representation of the City, it’s Mayor, Council members, City boards and agencies andCity employees in court cases; and the settlement, where indicated, of claims made againstone or more such City officials, employees or entities. These matters include annexations,zoning disputes, contract drafting, review and administration, tax questions, employeediscipline matters, legislation, suits, claims, land acquisition and sales, ambulance and taxi regulation, cable TV matters and additional maters that may be presented. Performance Goals:

• To effectively manage cases referred to outside counsel and to provide quality,competent, legal representation as to cases and matters assigned to various Assistant City Attorneys.



- 122 -

Selected Objectives: To continuously evaluate the representation we provide with a goal of assisting the Mayor, Council and Departments in establishing the best management policies and procedures to reduce legal liability exposure and associated costs. Performance Measurements:

FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Claims 763 729 750

Lawsuits 93 74 80

Personnel Matters 52 61 55

Contracts Real Estate Matters

151

12

141

11

145

11

Criminal Appeals Prosecuted Collections*

112

230

118

108

115

108

Municipal Court Prosecutions 97,423 68,584 83,000

*In FY 2013 a backlog of collection cases were turned over to the Law Department resulting in a larger case load.



- 123 -

Personnel Services Repairs & Maintenance Supplies Professional Rental Expenses General & Administrative

GRAND TOTAL


Class Code

APPOINTED - SALARIED665 City Attorney 99117 1 1 1 0 1666 Assistant City Attorney 92801 2 2 3 0 3


CLASSIFIED - SALARIEDPermanent

34 Principal Attorney 02486 11 11 10 0 1030 Senior Attorney 02484 7 7 7 0 727 Attorney 02482 7 7 7 0 724 Claims Administrator 02440 1 1 1 0 122 Administrative Coordinator 00069 1 1 1 0 118 Paralegal 02460 4 4 4 0 417 Senior Legal Secretary 00117 2 2 2 0 215 Legal Secretary 00115 3 3 3 0 313 Court Clerk 00273 2 2 2 0 213 Administrative Clerk 00050 1 1 1 0 1


$6,823,685.01 $5,853,168.96 $7,085,969.00



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

8,648.84 12,117.82 11,001.001,847,842.29 1,123,841.90 1,992,900.00

76,722.00 78,866.18 94,549.001,636,835.58 1,134,402.88 1,203,630.00

$3,253,407.35 $3,502,492.06 $3,783,589.00228.95 1,448.12 300.00

DEPARTMENT: LAW DEPARTMENT (28)FUNCTION: GENERAL GOVERNMENT





- 124 -


Class Code

Total Salaried 42 42 42 0 42

Temporary16 Senior Administrative Intern 02003 1 1 1 0 1



DEPARTMENT: LAW DEPARTMENT (28)FUNCTION: GENERAL GOVERNMENT


June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 125 -

The Office of the Mayor


Mayor

Administration Internal Audit

Public Information Youth Services

Economic Development 311 Call Center

Grants Management Graphic Arts



- 126 -

DEPARTMENT OVERVIEW

DEPARTMENT: MAYOR’S OFFICE (31) FUNCTION: GENERAL GOVERNMENT Mission Statement: The Mayor’s Office will administratively coordinate and manage the fiscal and operational affairs of the City of Birmingham. This will be accomplished with integrity and professionalism. Key to this effort will be our discrete utilization of the limited resources available to meet the City’s responsibilities to its Citizenry. Our goal continues to be that of being responsive to the need of our citizens, while working in concert with the Birmingham City Council to enforce the policies and ordinances of the City of Birmingham. Department Insights: The Mayor is the Chief Executive Officer of the City and is responsible for assuring that the laws of the State of Alabama and ordinances of the City of Birmingham are observed and enforced. In addition to having administrative responsibility for city government, the Mayor has the right of approval or veto of all actions of the Council (subject to being overridden by a 2/3 vote), and the power to appoint all directors of departments of the City. The Mayor exercises great influence in the overall financial operation of the City and is responsible for submitting the recommended annual operating and capital budgets to the City council. The general functions are those common to any chief executive office, such as collection and analysis of information, initiating new policies, presentation of speeches and messages, and development of a broad program of relationships with the Council and the community. The Division of Youth Services was created in 1992 based upon the recommendations of a Youth Advisory Commission that was formed in order to address issues such as illiteracy, gang violence, teen pregnancy and drug and alcohol abuse. During its 19 year history, DYS has directly facilitated more than 50 different programs, many of which are on-going or recurring. It has also partnered with public, private, corporate and civic organizations to help facilitate more than 300 programs and events. In 2011, Birmingham and its Division of Youth Services achieved national recognition, being honored as a USA Playful City and as second-time winners of the America’s Promise Alliance’s 100 Best Communities for Young People presented by ING.

The City of Birmingham Mayor’s Office-Division of Youth Services (DYS), strives to ensure that youth in the City are provided with effective programs and services in eight key areas: Athletics & Recreation, Cultural Arts, Education, Faith-Based Initiatives, Family Services, Health & Wellness, Mentoring, and Workforce Development. DYS has implemented an innovative four-pronged approach to serving Birmingham City youth by: Operating as a clearinghouse of information for all youth related programs and events; Advocating for youth inclusion and participation in decisions that directly impact their future; Establishing



- 127 -

partnerships and collaborations to support youth-related programs, events, activities and initiatives; Monitoring agencies that receive City funding to provide services to youth.

The Mayor's Office of Economic Development (OED) has the primary responsibility for the economic growth and development of the City of Birmingham. It serves as the principal point of contact for economic development issues and activities.

In addition to providing policy recommendations to the Mayor and Council, OED is responsible for developing the City's economic development strategy. OED coordinates the implementation of that strategy both within city government and through other organizations that provide economic development services to clients on the City's behalf through their contracts with the City.

The Mayor's Office of Economic Development (OED) provides a wide range of financial and technical assistance services to new and existing businesses located in the City of Birmingham. The OED gives priority attention to projects that contribute significantly to the stability and growth of Birmingham's economy.

Performance Goals: The citizens of the City of Birmingham recently approved a bond issue that will allow much needed capital improvements around the City. It is more critical than ever that this office engage the citizenry to keep them abreast of how these funds are being expended as well as other initiatives. A member of this administration will also attend neighborhood meetings, as needed, to further explain and educate the citizens regarding initiatives coming out of this office. The Mayor’s Office of Public Information has been charged to promote the city through all forms of media while improving in-house communications with all departments and staff. A major emphasis in 2013 was the City’s 50th Anniversary of the Civil Rights Movement and how Birmingham changed the world. Our challenge, is to continue to attract and expand the city’s tax base. This will be done by initiatives in our Economic Development Division while working in concert with the City Council. As it relates to personnel, annual reviews of department heads and staff are being done to make sure that they are being productive and that the goal of providing fast, effective and efficient delivery of services are being accomplished while using best practices to accomplish them. In an effort to find funding for various programs, including, but not limited to, cultural, public safety and youth, the Mayor’s Office launched its Division of Grants Management in 2013. This Division is a group of individuals that specialize in the writing of grant applications that



- 128 -

seek funding opportunities from various sources. The Division also monitors existing grants for compliance with the grant agreements and works with all city departments to seek funding opportunities to maximize the City’s resources where possible. An example of two grants recently received was for our “Let’s Move Campaign” which is a part of the First Lady’s initiative to cure obesity and “Love Your Block”. This initiative is to encourage residents to get active and take pride in beautification projects in their communities. Finally, the goal of this office is to enforce the ordinances of the City as approved by the City Council, while insuring that city services are delivered effectively and efficiently.



- 129 -

Personnel Services Repairs & Maintenance Supplies Professional

Rental Expenses General & Administrative Contributions to Bds & Agencies

GRAND TOTAL


Class Code

ELECTED - SALARIED:101 Mayor 93521 1 1 1 0 1

Total Elected Salaried 1 1 1 0 1

APPOINTED - SALARIED201 Chief of Staff 93201 1 1 1 0 1231 Chief of Operations 93206 1 1 1 0 1202 Chief Administrative Assistant 93102 1 1 1 0 1203 Mayor's Administrative Asst 93103 1 1 1 0 1205 Mayor's Administrative Asst 93105 1 1 1 0 1206 Mayor's Administrative Asst 93106 1 1 1 0 1240 Mayor's Administrative Asst 93107 1 1 1 0 1241 Mayor's Administrative Asst 93109 1 1 1 0 1211 Mayor's Administrative Asst 93111 1 1 1 0 1212 Mayor's Administrative Asst 93112 1 1 1 0 1213 Mayor's Administrative Asst 93113 1 1 1 0 1214 Mayor's Administrative Asst 93114 1 1 1 0 1



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

0.00 10,000.00 0.00

$8,610,226.75 $7,642,426.38 $9,100,885.00

1,569,327.09 481,312.31 1,223,759.00232,554.02 95,995.97 158,629.00

Communications 158.54 301.50 159.00135,837.48 133,215.86 77,319.00

117,215.85 90,467.62 121,507.00335,604.75 374,968.41 853,769.00

$6,215,870.14 $6,447,916.46 $6,661,138.003,658.88 8,248.25 4,605.00

DEPARTMENT: MAYOR'S OFFICE (31)FUNCTION: GENERAL GOVERNMENT





- 130 -


Class Code

215 Mayor's Administrative Asst 93115 1 1 1 0 1216 Mayor's Administrative Asst 93116 1 1 1 0 1217 Mayor's Administrative Asst 93117 1 1 1 0 1219 Mayor's Administrative Asst 93119 1 1 1 0 1223 Mayor's Administrative Asst 93123 1 1 1 0 1225 Mayor's Administrative Asst 93125 1 1 1 0 1227 Mayor's Administrative Asst 93127 1 1 1 0 1229 Mayor's Administrative Asst 93129 1 1 1 0 1230 Mayor's Administrative Asst 93130 1 1 1 0 1221 Mayor's Administrative Asst 93133 1 1 1 0 1222 Mayor's Administrative Asst 93134 1 1 1 0 1238 Mayor's Administrative Asst 93138 1 1 1 0 1239 Mayor's Administrative Asst 93139 1 1 1 0 1244 Mayor's Administrative Asst 93143 1 1 1 0 1245 Mayor's Administrative Asst 93144 1 1 1 0 1246 Mayor's Administrative Asst 93145 1 1 1 0 1248 Executive Administrative Asst 93148 1 1 1 0 1249 Mayor's Administrative Asst 93149 1 1 1 0 1250 Mayor's Administrative Asst 93150 1 1 1 0 1253 Mayor's Administrative Asst 93153 1 1 1 0 1254 Mayor's Administrative Asst 93154 1 1 1 0 1256 Mayor's Administrative Asst 93155 1 1 1 0 1257 Mayor's Administrative Asst 93156 1 1 1 0 1258 Mayor's Administrative Asst 93157 1 1 1 0 1260 Mayor's Administrative Asst 93159 1 1 1 0 1261 Mayor's Administrative Asst 93160 1 1 1 0 1262 Mayor's Administrative Asst 93161 1 1 1 0 1264 Mayor's Administrative Asst 93163 1 1 1 0 1266 Mayor's Administrative Asst 93165 0 0 1 0 1267 Mayor's Administrative Asst 93166 0 0 1 0 1268 Mayor's Administrative Asst 93167 0 0 1 0 1269 Mayor's Administrative Asst 93168 0 0 1 0 1255 Mayor's Administrative Asst 93203 1 1 1 0 1259 Mayor's Administrative Asst 93205 1 1 1 0 1



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 131 -


Class Code

210 Mayor's Administrative Asst 93211 1 1 1 0 1235 Mayor's Administrative Asst 93212 1 1 1 0 1228 Mayor's Administrative Asst 93215 1 1 1 0 1218 Mayor's Administrative Asst 93223 1 1 1 0 1220 Mayor's Administrative Asst 93225 1 1 1 0 1243 Mayor's Administrative Asst 93227 1 1 1 0 1224 Mayor's Administrative Asst 93238 1 1 1 0 1232 Mayor's Administrative Asst 94558 1 1 1 0 1

Total Appointed - Salaried 50 50 54 0 54

Permanent31 Chief Administrative Analyst 02089 1 1 1 0 130 ADA Compliance Administrator 02820 1 1 1 0 129 Grants Administrator 02017 1 1 1 0 128 Principal Administrative Analys 02087 1 1 1 0 126 Economic Development Spec 02988 1 1 1 0 125 Call Center Manager 00657 1 1 1 0 124 Sr. Community Resource Office 02965 1 1 1 0 123 Real Estate Manager 02670 1 1 1 0 123 Sr. Auditor 01005 4 4 4 0 422 Economic Dev. Analyst 02991 1 1 1 0 120 Community Resource Rep 02963 5 5 5 0 521 Administrative Analyst 02083 1 1 1 0 119 Graphic Artist 03525 2 2 2 0 215 Sr. Security Officer 06553 1 1 1 0 114 Communications Operator II 00645 1 1 2 0 213 Administrative Clerk 00050 4 4 3 0 311 Communications Operator I 00642 6 6 7 0 710 Guard 08611 11 11 11 0 11




June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 132 -


Class Code

Temporary Part Time12 Administrative Intern 02001 1 1 1 0 1

Total Temporary Part Time 1 1 1 0 1





June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

OFFIICIAL OPFISCAL

City of Birm

PERATINGL YEAR 2

mingham, Al

- 133 -

G BUDGE2015

labama

ET



- 134 -

DEPARTMENT OVERVIEW

DEPARTMENT: EQUIPMENT MANAGEMENT (34) FUNCTION: GENERAL GOVERNMENT Mission Statement: The Department of Equipment Management’s mission is to provide an efficient and comprehensive fleet management program that responsively fulfills the vehicle and equipment needs of the various City departments through best practices and dedicated personal service. Department Insights: The Equipment Management Department is responsible for the procurement, maintenance, operation and disposal of a diversified fleet that exceeds 2,300 vehicles and 950 pieces of small equipment. The replacement cost of this fleet is estimated at 80 million dollars. A complement of 51 automotive technicians and 5 assistant automotive technicians process an average of 80 vehicles per day. In an attempt to reduce operating costs and improve vehicle turn-around time, the department has created and operates a police repair facility, a centralized tool room and a remote repair fueling facility that adjoins the Police Department Administration Building. The department operates and maintains an automated two card fuel system that interfaces with an equipment management system. An on-line equipment management system has been implemented. The system generates on-line work orders, provides employee productivity information and integrates a parts inventory function. The rapid introduction of automotive computers is requiring us to retrain our technicians. A technician training program is in place that includes PC based diagnostic equipment. This program has allowed us to accomplish retraining requirements with our departmental employees. The technician training program is an on-going program. Biodiesel, electric and propane fueled vehicles have been purchased and are in operation. Additional alternative fueled vehicles are being considered for future city purchases.



- 135 -

Performance Goals:

• To maximize productivity of the fleet by matching equipment to function. • To reduce the number of vehicles awaiting repair while fleet inventory continues to

increase.

• To repair vehicles on a more timely basis.

• To eliminate avoidable accidents.

• To improve the overall appearance of the fleet. Selected Objectives:

• Maintain technician efficiency through training and a participatory management style. • To repair vehicles effectively and at a minimal cost.

• To maintain an on-line automated equipment management system.

• To maintain an automated fuel system.


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

% of vehicle not repaired 3.0% 3.0% 3.0% Number of vehicles in process to be repaired daily

80 80 80

Number of technicians receiving training 16 18 17



- 136 -

Personnel Services Repairs & Maintenance Fleet Expenses Supplies Professional Utilities Rental Expenses General & Administrative Capital Outlay

GRAND TOTAL


Class Code

APPOINTED - SALARIED450 Deputy Mobile Equip Manager 99176 1 1 1 0 1


CLASSIFIED - SALARIED:34 Mobile Equipment Manager 08178 1 1 1 0 127 Fleet Operations Supt 08186 2 2 2 0 225 Data Management Specialist 02566 1 1 1 0 122 Auto Heavy Equip Shop Supv 08195 6 6 6 0 622 Auto Parts Manager 00835 1 1 1 0 120 Equipment Service Writer 08125 1 2 2 0 220 Maintenance Mechanic 08184 9 9 9 0 920 Tire Shop Supervisor 08175 1 1 1 0 119 Auto Service Tech 08193 48 51 51 0 5116 Administrative Assistant III 00066 1 1 1 0 116 Accounting Assistant II 00455 1 1 1 0 115 Auto Parts Clerk 00831 3 3 3 0 314 Assistant Auto Service Tech 08191 5 5 5 0 5

DEPARTMENT: EQUIPMENT MANAGEMENT (34)FUNCTION: GENERAL GOVERNMENT



$5,440,222.77 $5,831,210.68 $5,992,493.0054,866.55 31,547.87 36,774.00

10,481,689.18 10,039,230.68 10,347,181.0021,550.84 15,909.12 20,270.0011,571.28 9,648.00 12,921.00

209,320.93 210,421.75 209,569.003,259.97 3,530.62 3,258.00

15,189.65 22,680.23 19,389.008,739.19 41,301.00 0.00

$16,246,410.36 $16,205,479.95 $16,641,855.00



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 137 -


Class Code

13 Equipment Service Worker 08123 2 2 2 0 213 Accounting Assistant I 00453 1 1 1 0 112 Shop Helper 08111 2 2 2 0 213 Administrative Clerk 00050 1 1 1 0 18 Driver Messenger 08003 1 1 1 0 1


UNCLASSIFIED - HOURLY134 Laborer 92753 6 6 6 0 6

Total Unclassified - Hourly 6 6 6 0 6


DEPARTMENT: EQUIPMENT MANAGEMENT (34)FUNCTION: GENERAL GOVERNMENT


June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 138 -

The Office of Information Management Services


Director

Administration

IT Planning

IT Project Mgt

Operations

Computer Operations

Desktop Support

Network Support

Technical Support

Systems Development

Project Assessment

System Design

System Development

System Support

Telecommunications

Telephone

Radio



- 139 -

DEPARTMENT OVERVIEW DEPARTMENT: INFORMATION MANAGEMENT SERVICES (37) FUNCTION: GENERAL GOVERNMENT Mission Statement: To provide service through electronic automation and communications services for greater efficiency, and to provide an integrated municipal response to receive, distribute, and track citizen service requests. Department Insights: The Information Management Services Department consists of the following divisions: Administrative Division The Administrative Division is headed by the Director of Information Management Services. The director’s duties are to oversee all projects and activities of the department: budget for all personnel, hardware and data processing supplies required for operation of all automation and communication systems for the City; budget and oversee the municipal response to non-emergency situations; plan and coordinate related projects and activities to insure continuity of development, implementation and maintenance of these systems as required by the Management Information Systems Strategic Master Plan, and as otherwise directed by the Mayor. Systems Development Division The Systems Development Division conducts studies of administrative systems for all departments, boards and agencies of the City to determine feasibility and applicability for improved manual systems, or for conversion to automation as required by the Director. Other responsibilities are to design automated systems, prepare computer programs and otherwise document systems for implementation on computer hardware. This division also coordinates, supervises, implements and maintains computer systems with designated operations personnel of end-user departments to insure a smooth transition and efficient operation of automated systems. Initial training of newly implemented automation systems is conducted by this division.



- 140 -

Operations Division The Operations Division is responsible for providing mainframe hardware and system software support and operating all automation systems in accordance with approved procedures and schedules to insure accurate and timely reporting to end-user agencies. The Operations division provides required training for the operation of computer devices installed in end-user areas for automated applications; performs system software maintenance to insure accurate reporting; monitors systems and performance to ensure adequacy of hardware, facilities, and response times and makes recommendation for corrective action pertaining to deficiencies identified with operational systems. Telecommunications Division The Telecommunications Division is responsible for timely diagnosis, repair and restoration of telecommunications systems and networks components for the City of Birmingham. The division also provides additional technical services to the City, such as system planning, installation, testing programming and any other such services as are required to assure reliable telecommunications support for the City of Birmingham. The division installs and repairs all mobile and portable radios, equips all public safety vehicles and other City departments with radios, light bars, sirens and other ancillary equipment. The division has installed an 800 MHZ Integrated Digital Enhanced Network for Police, Fire and Public Works Departments. Performance Goals:

• To provide leadership and quality service to all City departments and agencies. • To effectively administer the department’s budget.

• To plan, direct, coordinate and implement automation and communication solutions

and provide information on a timely basis.

• Continue to re-train the existing IMS staff on the newer computer technologies.

• Replacement of one or more legacy mainframe applications with newer applications.

• Replacement of one or more end-of-life PBX telephone communications systems.



- 141 -


• Continue efforts in systems and Reference Documentation.

• Facilitate departmental data management and content responsibility for all application data.

• Expand City intranet to more City departments for timely efficient information distribution.

• Complete the implementation of wireless communication network within designated areas of City Hall.

• Expand the web-enabled technology to additional applications.

• Continue to move Departments from paper files to the City’s Imaging System.


FY 2013 ACTUAL

FY 2014 ACTUAL

FY 2015 GOAL

Replace PBX 1 0 2

Replace Legacy Mainframe Applications 1 2 1

Web Enabled Technology 0 1 1

Move Departments from paper files to imaging 1 2 3



- 142 -

Personnel ServicesRepairs & MaintenanceSuppliesProfessional

CommunicationsRental ExpensesGeneral & AdministrativeCapital Outlay

GRAND TOTAL


Class Code

APPOINTED - SALARIED740 Director of IMS 93701 1 1 1 0 1741 Dep Dir - Systems Dev 99142 1 1 1 0 1742 Dep Dir - Operations 99141 1 1 1 0 1743 Dep Dir - Telecommunications 99143 1 1 1 0 1


CLASSIFIED - SALARIED32 Technical Services Manager 02597 0 0 1 0 132 Network System Admin II 02552 2 2 3 0 332 Database Administrator 02585 1 1 1 0 131 Sr. Systems Prog. Technician 02565 2 2 2 0 231 Senior Systems Analyst 02584 5 5 6 0 628 Systems Analyst 02583 6 6 5 2 725 Sr. Communications Tech 03615 2 2 2 0 225 Sr. Telecommunication Tech 03626 1 1 1 0 125 User Support Specialist 02559 3 3 5 0 5



June 30, 2013

FY 2014 Budgeted P ositions

July 1, 2013


June 30, 2014



July 1, 2014

117,144.23 11,748.74 1,725,000.00

$8,636,507.91 $10,104,096.79 $13,601,710.00

677,103.29 745,472.11 811,108.003,430.67 267,052.72 13,061.00

Utilities 0.00 6,260.07 6,542.002,949,658.35 3,646,230.02 3,713,120.00

131,306.91 7,449.51 18,933.0076,593.86 371,945.30 400,000.00

$4,109,163.68 $4,378,489.95 $4,726,898.00572,106.92 669,448.37 2,187,048.00

DEPARTMENT: INFORMATION MANAGEMENT SERVICES (37)FUNCTION: GENERAL GOVERNMENT





- 143 -


Class Code

25 Programmer Analyst 02557 0 0 2 -2 024 Education/Training Coordinator 02090 1 1 0 0 023 P.C. Network Technician 02550 6 6 5 0 522 Communications Technician 03613 5 5 6 0 622 Telecommunication Technician 03623 2 2 2 0 222 Administrative Coordinator 00069 1 1 1 0 119 Administrative Supervisor 00068 1 1 1 0 117 Computer Operator II 02513 2 2 2 0 212 Stores Clerk 00853 1 1 1 0 1

Total Classified Full-time 41 41 46 0 46



DEPARTMENT: INFORMATION MANAGEMENT SERVICES (37)FUNCTION: GENERAL GOVERNMENT


June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

OFFIICIAL OPFISCAL

City of Birm

PERATINGL YEAR 2

mingham, Al

- 144 -

G BUDGE2015

labama

ET



- 145 -

DEPARTMENT OVERVIEW DEPARTMENT: HUMAN RESOURCES (42) FUNCTION: GENERAL GOVERNMENT Mission Statement: To provide quality programs and services to employees, supervisors, and managers, consistent with progressive human resources principles, that encourages and supports a service-oriented city government. Department Insights:

The major functions of the Human Resources department are affirmative action, labor and employee relations, occupational safety and health, benefits administration, employee training and development, human resources information systems, and personnel records.

Affirmative action includes coordination and review of department affirmative action plans, targeted recruitment, implementation of nondiscriminatory selection procedures, complaint investigation and resolution, and employee and supervisory training and counseling.

All City of Birmingham department heads and administrators are provided personnel counseling, recommendations, and actions for employee related matters. When necessary, appeal hearings are conducted to resolve grievances and recommended resolutions are sent to the Mayor.

A comprehensive occupational safety and health plan is administered to promote worker safety and health and eliminate accidents. A database is maintained to monitor and analyze worker injuries, evaluate program effectiveness, and target loss control efforts. Occupational medicine services are provided through the City's Medical Services Unit.

A full range of employee benefits is provided including life, medical, and dental insurance, retirement, deferred compensation, tuition refund, employee parking, employee assistance program, fitness center, wellness program, and child care assistance. An employee newsletter is published by the benefits division.

Employee and supervisory training programs cover various topics such as sexual harassment, managing change, public relations, substance abuse, leadership and structured interviews.

The Human Resources department sets up and maintains employee master files in the automated personnel/payroll management system. Personnel actions are audited, approved, and processed.



- 146 -

The department also does classification and pay studies, recommends personnel policy, and conducts personnel research. Performance Goals:

• Attract and retain a competent and responsive service-oriented workforce through a modern and progressive human resources management program.

• Provide an array of employee training and development opportunities to maintain and

enhance employee skill sets. • Ensure a diverse workforce through a deliberate plan of affirmative action. • Promote harmonious employee relations through modern labor relations practices. • Enhance worker security and job satisfaction by providing and efficiently administering

a comprehensive employee benefits program. • Assure compliance with approved personnel policies and procedures through training

and a plan of audits and controls.

• Manage an occupational safety and health plan to eliminate accidents, protect workers from injury, and reduce losses to the City.


• Provide training and employment opportunities to city residents by actively recruiting and giving preference in hiring to city residents.

• Implement HR plans for the Lawson (HR/Payroll) and Kronos Time and Attendance.

• Continue to transition the records management process in the Office of Personnel to a “paperless” system that will allow for the capability of a” just in time” retrieval program.

• Create executive development opportunities for department heads and deputy directors.

• Develop and implement a Manager/Supervisor training program on the operation of the Lawson Payroll/Personnel Management System, including checklists to be followed in processing personnel actions.



- 147 -

• Prepare and publish monthly tip sheets for use by supervisors to support and enhance effective supervisory practices.

• Place all human resource policies and procedures in Executive Orders, Supplemental Policies and Procedures, Employee Handbook on the City of Birmingham intranet for easy access.

• Present mandatory training for supervisors and managers on administering personnel policies and procedures to decrease employee complaints grievances, appeals, and lawsuits.

• Increase employee participation in the health incentive plan by encouraging at risk

employees to participate in health promotion and disease prevention services with rewards for achievement based on points earned resulting in lower health care costs.

• Increase the number of employees screened for diabetes risk using the Hemoglobin A1c blood test for blood sugar to ultimately reduce health care cost for various diseases associated with high blood sugar.

• Take all steps required for City compliance with the privacy rules governing protected medical information under the Health Insurance Portability and Accountability Act as it applies to City Benefits and medical services.

• Work with the City’s ADA Office to ensure that Personnel policies and procedure

adhere to the Americans With Disabilities Act.

• Complete the updating of the employee benefits manual; publish and distribute the revision manual.

• Secure approval of the location and funding for an employee meeting and training

facility.

• Develop and distribute employee benefits summary statements to all City employees to make employees aware of benefits provided by the City.

• Develop and implement an employee exit interview program to recover City equipment

and property.

• Document and map the function of all procedures in the Office of Personnel to effect a smooth transition to new staff.

• Procure grants to support training programs for City employees.



- 148 -

• Expand our Supervisor and Management Training Certificate Programs to provide training to employees from surrounding agencies and jurisdictions on growth and development and technical skills.

• Study the feasibility of placing employees injured on the job in alternative assignments

or job modification as opposed to disability retirement.

• Reduce job-related medical cost by restructuring contractual agreement for physical therapy. Track and analyze cost and develop strategy for containment.

• Terminate Injury with Pay leave once a determination has been made that an

employee injured on the job will not be able to return to full duty or a modified job assignment after the employee has applied and been approved for disability retirement.


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Personnel Action Forms 3,942 5,599 6,000

Requests for Certification 160 139 125

Training Classes 131 50 56

Tuition Refund Applications 11 52 55

Medical /Dental Forms 525 550 1,1001

Benefit Orientations 16 26 26

Worker Injury Cases 696 667 650

Strengthening and Conditioning Program Participants 310 195 250

Fitness Centers User Capacity 6,900 7,250 7,500

1There was a large enrollment for 518 retirees in September 2014. Therefore, the count doubled to capture this increase for FY2015.



- 149 -

Performance Measurements cont’d:

FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Physical Hiring Tests (Public Works, Parks and Recreation, Boutwell Auditorium)

473

500

550

Police and Fire Academy Classes and Correctional Classes

2 3 3

Conversion of COB Personnel Files (Images) to Paperless System

0

525,922

600,000



- 150 -


Rental ExpensesGeneral & AdministrativeContributions to Boards & Agencies

GRAND TOTAL


Class Code

APPOINTED - SALARIED:670 Director Human Resources 99114 1 1 1 0 1671 Dep Dir Human Resources 99421 1 1 1 0 1

Total Appointed-Salaried 2 2 2 0 2

CLASSIFIED - SALARIED:34 Quality Enh Dev Emp 02848 1 1 1 0 132 HR Info Svcs Manager 02824 1 1 1 0 131 Chief Administrative Analyst 02089 1 1 0 0 030 Benefits Administrator 02086 0 0 1 0 130 Occup Health/Safe Admin1 02878 1 1 1 -1 030 Fitness Center Administrator 04179 1 1 1 0 128 Business Systems Analyst 02586 1 1 1 0 128 Business Processing Manager 02827 1 1 1 0 128 Occupation Health Manager 07067 0 0 1 0 127 Asst/Occ Hlth/Safety Admin 02873 1 1 0 0 024 Fitness Center Director 04177 1 1 1 0 122 Exercise Physiologist 04169 2 2 2 0 2

DEPARTMENT: HUMAN RESOURCES (42)FUNCTION: GENERAL GOVERNMENT



$1,868,767.40 $1,970,980.61 $2,105,161.0051,659.16 44,872.41 44,003.009,517.88 9,249.32 12,138.00

4,877,251.41 5,107,381.91 6,075,086.00Utilities 880.68 896.10 881.00

4,188.72 4,222.99 4,190.0016,873.23 6,791.62 8,283.005,000.00 5,000.00 5,000.00

$6,834,138.48 $7,149,394.96 $8,254,742.00



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 151 -


Class Code

21 Administrative Analyst 02083 1 1 1 0 118 Personnel Tech 02850 7 7 7 0 716 Accounting Assistant II 00453 0 0 1 0 113 Administrative Clerk 00050 5 5 5 0 512 Fitness Instructor 04173 2 2 2 0 2

Total Classified-Salaried 26 26 27 -1 26

Permanent Part-time13 Administrative Clerk 00050 2 2 2 0 212 Fitness Center Instructor 04173 5 5 5 0 5

Total Permanent Part-time 7 7 7 0 7

TOTAL POSITIONS 35 35 36 -1 35

1Position has been transferred to

the Department of Public Works.

DEPARTMENT: HUMAN RESOURCES (42)FUNCTION: GENERAL GOVERNMENT


June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

PUBLIC

SAFETY

Fire Station #4 held it’s ribbon cutting ceremony on July 24, 2014. It is located at 110 Oslo Circle and is a single story brick and stone structure with three bay stations complete with a full kitchen, classroom, ample storage space and lodging quarters. Fire Station #4 has stained concrete floors that contribute to the overall rustic aesthetic.

PUBLIC SAFETY



- 153 -

0 25 50 75 100

Police

Fire

Public Works

Planning, Engineering & Permits

Traffic Engineering

Municipal Court

$89.0

$55.2

$47.0

$13.2

$10.4

$4.6

In $ Millions

APPROPRIATIONS BY DEPARTMENT

Public Safety

$219 Million

56%

PUBLIC SAFETY APPROPRIATIONS

FISCAL YEAR 2015

Total General Fund Budget$390 Million

PERCENT OF TOTAL APPROPRIATIONS



- 154 -

0 250 500 750 1,000 1,250

Police

Public Works

Fire

Planning, Engineering & Permits

Municipal Court

Traffic Engineering

1,231

1,194

710

156

78

72

Number of Positions

POSITIONS BY DEPARTMENT

Public Safety3,441 Positions

73%

PUBLIC SAFETY POSITIONS

FISCAL YEAR 2015

Total Number of General Fund Positions4,688

PERCENT OF TOTAL POSITIONS



- 155 -

The Department of Planning, Engineering And Permits


D ire c to r

D eputy D irecto r

E ng ineering S ervices

Right o f W ay

D esign

F ie ld Inspection

S urveying

D ra fting

D eputy D irecto r

P lanning and D esign S ervices

Zoning B oard o f A d justm ent

P lanning C om m ission

S to rm W ater M anagem ent

F lood P la in A dm inis tra tion

Urban D esign

D eputy D irecto r

A dm inistra tive S ervices

A dm inistra tion

IT Technic ian

A rchitecture

GIS

C ost C ontro l

Inspections M anager

Opera tions

P lans Review

B uild ing Inspections

E lectrica l Inspections

E leva tor Inspections

P lum bing /M echanica l Inspections

D ispatch

D em olitions

W eights and M easures



- 156 -

DEPARTMENT OVERVIEW

DEPARTMENT: PLANNING, ENGINEERING AND PERMITS (16) FUNCTION: PUBLIC SAFETY Mission Statement: To serve the citizens of Birmingham in the conservation and development of communities that reflect their values, support their livelihood, and bring them beauty by engaging our city at the highest professional standard of planning, design, and construction. Department Insights: This department consists of 156 staff members including licensed or certified professionals in engineering, architecture, building code, surveying, zoning, historic preservation, and right-of-way procurement. These public servants work to enforce codes and regulations, execute projects, provide emergency responses, and undertake regular updates of the city comprehensive plan and its various components. Planning, Engineering and Permits works closely with other departments at City Hall, as well as with other agencies and not-for-profit organizations performing public service. Through a spirit of cooperation with these organizations and support from the Mayor’s Office, the department strives to improve its standard of service to Birmingham’s citizens. We represent the City of Birmingham in a number of regional forums that pertain to shared resources or programs in transportation, watershed management, air quality, emergency response, land-use planning, and business recruitment and retention. The department has been recognized for its accomplishments by many professional organizations including the National League of Cities, the American Institute of Architects, the American Planning Association, the American Society of Landscape Architects, the National Trust for Historic Preservation, and the Urban Land Institute. Performance Goals:

• Provide for the planned growth and development of Birmingham that optimizes resources and opportunities.

• Enhance staff support for city boards and commissions, including the Planning

commission, Design Review Committee, Zoning Board of Adjustment (ZBA), Zoning Advisory Committee (ZAC), Birmingham Historical Commission (BHC), Oxmoor Steering Committee, Subdivision Committee, Mayor’s Office and City Council Committees.



- 157 -

• Provide staff support for implementing the city’s capital projects in a cost efficient and timely manner.

• Provide better customer service throughout our regulatory processes and general

public interface. • Continue plan reviews in a way that allows 3 working days for Express Plan Reviews

for tenant build-out of less than 5,000 sq. ft. Single Family Residences in 48 hours or less and all other major reviews in 10 working days for first notice of plan compliance.

• Work to provide safe and functional infrastructure for the citizens of Birmingham. • Address localized flooding problems by developing a storm sewer inspection program

in conjunction with the Public Works Department. • Monitor work performed in right-of-way. • Ensure developments comply with city standards and codes. • Analyze complaints to establish scope of work and cost estimates. • Review environmental issues affecting city-owned property. • Enhance quality of life for citizens of Birmingham through capital projects. • Design and implement capital projects. • Analyze resurfacing requests to develop resurfacing projects. • Inspect city-owned facilities and infrastructure. • Provide technical support and services to other departments. • Notify contractors and home owners of the changes in the code through public

outreach. • Provide Staff Support for implementing the City bond projects in a cost-efficient and

timely manner. • Work successfully to move the City’s CRS rating another 5% for further flood

insurance discount for residents and businesses.



- 158 -

• Continue to promote public private partnership through grassroots organizations and

efforts. • Continue to maintain a good standing in the National Flood Insurance Program. • Actively and creatively seek funds and ways to reprogram properties that have been

purchased using FEMA or ACOE funds and deeded for open space and recreational uses only.

• Create a more functional and informational based webpage for the City’s floodplain

link. • Update the existing Flood Mitigation/Stormwater Management Plan to document

existing conditions, include public information and meet the goals and objectives that were set forth during the plans creation.

• Continue to promote public information campaigns to educate as well as equip our

citizens with the knowledge and resources they need to protect them and their residence from the damaging effects of flooding.

• Develop City-wide post disaster recovery plan and debris management plan which will

include preparation, response, and recovery activities. • Start to construction of 5 Community Safe Rooms. • Continue to work closely with the building and permits division to effectively and

efficiently ensure property compliance with floodplain regulations. • Assist individual property owners to have their property listed on the National Register

of Historic Places. • Establish an electronic database for all district and individual structures listed on the

National Register of Historic Places. • Promote a better relationship with developers and owners of properties by instituting

programs to educate these groups of the purpose and process of the regulatory functions of the department.

• Continue to interface more effectively with neighborhood officers and citizens to

expeditiously assuage concerns regarding enforcement issues. • Continue to more effectively interface with other city departments to insure continuing

compliance of city regulations.



- 159 -

• Provide grant writing for federal and state funds to plan, design and construct city capital projects.

• Update plans to provide for: better relationships between land uses to protect property

values; economical transportation alternatives to save constituents time and money; and, effective financial expenditures to stimulate development.

• Cooperatively work with other government agencies and commission or private and

non-profit foundations to fund projects and activities that benefit the City of Birmingham.

• Continue to publish newsletter for the Birmingham Historic Commission. • Continue to research ways and methods to provide better customer service. • Continue to provide plan reviews in a declared and clear expectation of delivery. • Complete Express Plan Reviews, which are tenant build-out of less than 5,000 sq. ft.,

within 3 working days. • Complete Single Family Residence reviews in 48 hours or less. • Complete all other major reviews in 10 working days. Selected Objectives: • Enforcing the Adopted Technical Code of the City of Birmingham. • Meet and work with the Construction Industry through the Development Service

Advisory Group (DSAG) to improve Customer Service and address the site development regulations under the zoning ordinance and the city code.

• Update information on The Permitting and Inspection Processes for the Construction

and Development Community. • Continue to implement Comprehensive City-Wide Flood Mitigation Plan that mitigates

flooding to properties. • Design and implement web-based Crime Mapping System for Police Department. • Implement Web-based Editing System.



- 160 -

• Maintain permitting system; implement modifications/new permit cases as required. • Support planning programs/activities to include Urban Renewal, Design Review, City

Center Master Plan, City Wide Comprehensive Plan, Neighborhood Plans, and others. • Update building layer based on building plans; track demolished buildings per City

Council. • Maintain/update mapping and related data for capital budget projects. • Update/maintain street network to ensure accurate address information for Computer

Aided Dispatch (CAD), 311, public web site, and internal use. • Promote use of web-based Geographical Information System (GIS) by citizens. • Improve functionality of GIS web-based applications. • Provide mapping/spatial analysis for Comprehensive Plan. Automate land use update

process. • Provide updates to Computer Aided Dispatch (CAD). • Record changes to zoning boundaries, city limits. • Input new subdivisions; maintain parcel data based on Tax Assessor maps. • Support street resurfacing application. • Provide miscellaneous maps/spatial analysis upon request by other departments and

citizens. • Update the City’s Parking Regulations, the Sign Regulations and Home Occupation

provisions of the City’s Zoning Ordinance. • Develop Comprehensive Watershed Management Citywide Flood Mitigation plans to

flooding, storm water management problems, and other watershed resources. • Work with existing Commercial Revitalization Districts to reestablish dormant Merchant

Associations. • Minimize negative impacts of flooding and other storm related events through prudent

emergency response planning/actions. • Continue to streamline the review time for floodplain related reviews and sign-offs.



- 161 -

• Get properties with the most severe flooding out of harm's way through property buyouts.

• Reuse acquired land as community assets/amenities. • Reduce flood insurance costs to flood policy holders. • Continue to implement the City’s Floodplain Ordinance. • Continue to minimize impacts of flooding to existing/proposed floodplain development

by promoting development that result in no adverse impacts to existing residential homes, businesses or streambed or banks.

• Implement the City Center Master Plan through continual review and update of zoning

regulations, including development of Core Area Form Based Codes and project development.

• Continue with implementing the recommendations of the Comprehensive Plan,

including the development of Community Framework plans. • Continue to update the City’s Zoning Ordinance to comply with recommendations with

the Comprehensive Plan. • Continue to streamline the time lines for the regulatory actions of the Planning

Commission, Zoning Advisory Committee (ZAC), the Zoning Board of Adjustment (ZBA) and the Subdivision Committee (SUB).

• Based on potential recommendations from the Comprehensive Plan regarding best

zoning practices, continue to promote new regulatory techniques, such as the development of Neighborhood Form Based Codes, in appropriate areas of the city.

• Work with the Regional Planning Commission of Greater Birmingham, the Birmingham

Metropolitan Planning Organization, Alabama Department of Transportation, the Alabama Department of Economic and Community Affairs, the Birmingham Community Foundation and other entities that may provide funding for activities or projects that benefit the City of Birmingham.

• Prepare grants or other formal request for financial assistance from agencies and

organizations that provide such assistance to local governments. • Improve city and regional transportation through capital roadway projects, active

transportation projects and transit programs. • Work with City neighborhoods to establish Local Historic Districts.



- 162 -

• Coordinate development with the Red Mountain Greenway and Recreation Area

Commission, Vulcan Park Foundation, Railroad Park Foundation, Ruffner Mountain Nature Center Board, Birmingham Zoo Inc., Birmingham Botanical Gardens Board, etc.

• Work with Jefferson County and other regional partners to implement the

recommendations of the Red Rock Ridge & Valley Trail System Master Plan, particularly relating to the system in the city.

• Revisit and update design guidelines for selected Commercial Revitalization District as

necessary to remove development conflicts with Zoning Ordinance as recommended in the Comprehensive Plan.


FY 2013 Actual

FY 2014 Actual

FY 2015

Goal Permits Issued 12,303 11,560 12,392 Plans Reviewed 17,371 19,671 20,064 Building Inspections 25,604 25,830 28,228 Electrical Inspections 15,817 16,070 17,438 MPG Inspections 18,315 18,631 20,193 Elevator Inspections 937 949 1,033 Condemnation Inspections 11,457 12,045 12,632 Demo Permits Issued 464 398 690 Weights & Measures Inspections 2,590 1,711 3,266

Elevator Permits 39 31 36 Motor Fuel Dispensers Inspected 9,358 9,826 10,317 Zoning (ZAC) Cases 18 29 24 Subdivision Cases 52 65 70 ZBA Cases 89 90 100




- 163 -

FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Zoning Compliance Cases 1,410 1,501 1,500 Public Facilities Cases 32 44 50

Design Review Committee Cases 251 151 160 Local Historic District Cases (Design Review) 35 43 45 Historic Reviews (all cases) 386 395 400

National Historic Districts Established 4 1 1

Local Historic Districts Established 1 1 1

National Register Properties Designated (Individual Property Nominations)

N/A 1 pending 1

Flood Plain Regulatory Cases 961 727 1,025 Driveway Permits 107 93 95 Soil Erosion Permits 199 195 199 Excavation Permits (Private) 138 92 100 Excavation Permits (Utility) 1,585 938 1,000 Civil Construction Permits 20 22 25



- 164 -

Personnel Services

Repairs & Maintenance

Supplies

Professional

Utilities

Rental Expenses

General & Administrative

Capital Outlay

GRAND TOTAL

Pay

Grade Classification Title

Class

Code

APPOINTED - SALARIED

640 Director of Planning & Eng. 99131 1 1 1 0 1

641 Dep Dir of Engineering Svcs 99133 1 1 1 0 1

642 Deputy Dir of Planning & Eng. 99132 0 0 1 0 1

643 Deputy Dir of Planning & Eng. 99129 0 0 1 0 1


CLASSIFIED - SALARIED

Permanent

33 Chief Civil Engineer 03111 2 2 2 0 2

32 Chief Architect 03078 1 1 1 0 1

31 Urban Designer Administrator 03087 0 0 1 0 1

31 Sr. Systems Analyst 02584 1 1 1 0 1

30 Flood Plain Administrator 03112 1 1 1 0 1

30 Chief Planner 03088 1 1 1 0 1

29 Inspection Services Manager 05298 1 1 1 0 1

29 Senior Civil Engineer 03109 7 7 7 -1 6

28 Zoning Administrator 05359 1 1 1 0 1

28 Principal Planner 03089 0 1 1 0 1

DEPARTMENT: PLANNING, ENGINEERING AND PERMITS (16)

FUNCTION: PUBLIC SAFETY



$10,407,838.39 $10,913,665.98 $11,448,032.00

4,956.79 3,030.60 1,001,657.00

28,095.50 19,476.30 21,862.00

254,620.26 167,968.43 5,918.00

658,066.20 649,368.19 658,067.00

37,178.19 38,348.08 45,300.00

22,166.42 58,504.98 14,019.00

583,549.35 0.00 0.00

$11,996,471.10 $11,850,362.56 $13,194,855.00


PERSONNEL CLASSIFICATIONFY 2013

Budgeted Positions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 165 -



Pay


Class

Code

28 Architect 03075 2 2 2 1 3

28 Systems Analyst 02583 1 1 1 0 1

28 Principal Admin Analyst 02087 1 1 1 0 1

27 Chief Cond/Demo/Coordinator 05273 1 1 1 0 1

27 Chief Plumbing/Gas Inspector 05248 1 1 1 0 1

27 Chief Electrical Inspector 05228 1 1 1 0 1

26 Senior Plans Examiner 05266 1 1 1 0 1

26 Senior Planner 03086 3 4 3 0 3

26 Senior Urban Designer 03087 0 0 1 0 1

25 Zoning Supervisor 05356 1 1 1 0 1

25 Civil Engineer 03107 0 0 0 1 1

25 Program Analyst (GIS) 02557 2 2 2 0 2

24 Plans Examiner 05265 7 7 7 -1 6

24 Sr. Land Acquisition Agent 03675 3 2 2 0 2

23 Weights & Measures Inspector 05474 3 3 3 0 3

23 Condemnation/Demo Inspector 05270 4 4 4 0 4

23 Building Inspector 05254 8 8 8 0 8

23 Plumb, Gas & Mech Inspector 05246 7 7 7 0 7

23 Elevator Inspector 05234 2 2 2 0 2

23 Electrical Inspector 05224 6 6 6 0 6

23 P C Network Technician 02550 1 1 1 0 1

23 Construction Accountant 01026 1 1 1 0 1

22 Principal Engineering Inspec 03487 2 3 3 0 3

22 Planner 03084 7 7 7 0 7

22 Urban Designer 03062 3 3 3 0 3

22 GIS Technician 02573 1 1 1 0 1

22 Administrative Coordinator 00069 1 1 1 0 1

21 Zoning Inspector 05354 5 5 4 0 4

21 Administrative Analyst 02083 1 1 1 0 1

20 Senior Engineering Drafter 03584 4 4 5 0 5

20 Senior Engineering Inspector 03486 4 4 4 0 4

20 Chief of Survey Party 03475 4 4 4 0 4

20 Senior Engineering Technician 03455 2 1 1 0 1

18 Engineering Inspector 03485 7 7 7 0 7

18 Senior Planning Technician 03034 1 1 1 0 1


Budgeted Positions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 166 -

Pay


Class

Code

17 Engineering Drafter 03583 1 1 1 0 1

16 Senior Engineering Aide 03412 5 4 4 0 4

16 Accounting Assistant II 00455 1 1 1 0 1

16 Administrative Assistant 00066 2 2 2 0 2

14 Communication Operator II 00645 2 2 2 0 2

13 Administrative Clerk 00050 17 17 17 0 17

12 Engineering Aide 03411 7 7 7 0 7


Permanent

Part-time

12 Administrative Intern 02001 1 1 1 0 1

Total Permanent Part Time 1 1 1 0 1


Temporary

Full-time

12 Administrative Intern 02001 3 3 2 0 2






Budgeted Positions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 167 -

The Fire and Rescue Service Department Organizational Structure

FIRE CHIEF

EXECUTIVE DEPUTY CHIEF

ASSISTANT CHIEF Support Services

Fire Training and Safety

EMS Section

ASSISTANT CHIEF Administration/ Human

Resources

Administrative Services

Human Resources

Communications

ASSISTANT CHIEF Operations/Support

Services

Fire Prevention

Information Management Systems

Operations Division Two

ASSISTANT CHIEF Operations/Logistics

Operations Division One

Logistics Section

ASSISTANT CHIEF Finance/Policy/ARFF

Finance

Policy

Airport Division



- 168 -

DEPARTMENT OVERVIEW

DEPARTMENT: FIRE (22) FUNCTION: PUBLIC SAFETY Mission Statement: The Birmingham Fire and Rescue Service Department provides rapid, reliable, professional emergency services our citizens and stakeholders. We serve with Character and a Commitment to Excellence, through professional development and dedication to all. Department Insights:

The Birmingham Fire and Rescue Service Department (BFRSD) is a combined fire and emergency services department that responded to 54,633 emergency incidents during 2013. The BFRSD currently operates out of 32 Fire Stations, located throughout the City of Birmingham, organized into 4 Battalions, utilizing 29 engines, 2 trucks, 2 quints, 2 heavy rescues, 1 medium rescue, 16 ALS transport units, 2 hazardous materials and 2 decon units. These responses include a total of 8,000 fire responses, 48,500 EMS responses and 28,000 patient transports. The Department protects a population of 212,237 that covers 163 square miles comprised of residential, commercial and high rise residences and 40,680 businesses 24 hours a day, seven days a week, 365 days a year. There is an additional population that the Department protects through mutual aid agreements in the Birmingham metropolitan area that totals 1,128,047. In addition, the Department provides Aircraft Rescue and Fire Fighting (ARFF) protection to the Birmingham-Shuttlesworth International Airport that currently operates 102 flights daily.

The Department consists of 710 budgeted positions; of which, 656 are uniformed firefighters committed to eliminating threats to the lives, safety and property of Birmingham citizens and to those who visit our great city.

Performance Goals:

1. Fire Suppression – Respond rapidly to fire calls and carry out effective fire-fighting operation.

2. Emergency Medical Services – Respond expeditiously to Emergency Medical Services calls providing Advance Life Support optimal pre-hospital care.

3. Fire Protection/Prevention – Educate the public on fire protection measures. Promote public awareness on fire safety and ensure fire safety requirements.

4. Training – Establish training and education standards that meet or exceed state requirements.



- 169 -


1. The Department will prevent loss of life, injury, and property loss to fire by identifying areas of need and develop training programs to assist personnel to become more proficient firefighters.

2. The Department will deliver emergency services in a safe and efficient manner to save lives, reduce suffering, and speed recovery from injury and illness by delivering Advance Life Support optimal pre-hospital care within the City of Birmingham.

3. The Department will continue to educate the citizens of Birmingham on their role in making the community safer by preventing fires, minimizing long-term health risks, preventing hazardous materials incidents, and mitigating risks associated with disasters.


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Number of EMS Incident Responses 47,242 48,500 50,000

Number of Fire Suppression Responses 7,391 8,000 9,000

Average Response (Fire Suppression) 90% of time 5:30 5:15 5:00

Average Response (Basic/ Advance Life Support) 90% of time 5:30 5:15 5:00

Number of Emergency Transports 27,069 28,000 29,000

Number of Citizen Emergency Reports via Telephone 46,384 48,000 49,000

Number of Health & Fire Safety Education Presentations 1,235 1,325 1,425

Number of Fire Inspections (Business) Completed

9,391 9,600 9,800



- 170 -

Personnel Services


Supplies

Professional

Utilities

Rental Expenses


Capital Outlay

GRAND TOTAL

Pay


Class

Code


650 Fire Chief 99125 1 1 1 0 1

651 Deputy Fire Chief 99124 1 1 1 0 1

652 Assistant Fire Chief 99123 1 1 1 0 1






Full-Time

129 Fire Battalion Chief II 05035 20 20 20 0 20

824 Fire Captain 05034 40 40 40 0 40

121 Fire Prevention Inspector II 05051 3 3 3 0 3

820 Fire Lieutenant 05033 104 104 104 0 104

119 Fire Prevention Inspector I 05050 11 11 11 0 11

118 Fire Apparatus Operator 05026 106 106 106 0 106

817 Firefighter 05031 366 366 366 0 366

27 Principal Accountant 01027 1 1 1 0 1

DEPARTMENT: FIRE (22)




729,289.98 732,496.00

$50,980,189.84 $52,291,863.00

101,405.99 101,700.00

1,092,082.96 1,038,230.00

141,572.54 240,436.00

793,606.73 804,960.00

88,639.22 65,997.00

782,325.00 0.00

$53,734,073.49

92,111.02

649,319.49

145,172.40

849,763.28

1,217,716.71

$54,709,112.26 $56,828,283.93 $55,275,682.00



Budgeted Positions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

74,237.24

65,890.30



- 171 -

Pay


Class

Code

26 Fire Protection Engineer 05046 1 1 1 0 1

24 Emerg/Med Service Coord 05020 1 1 1 0 1

23 PC Network Tech 02550 1 1 1 0 1

23 Stores/Procurement Officer 00854 1 1 1 0 1

23 Senior Accountant 01025 1 1 1 0 1


20 Maintenance Mechanic 08184 2 2 2 0 2

19 Public Safety Dispatcher III 00654 5 5 5 0 5

17 Maintenance Repair Worker 08633 1 1 1 0 1



16 Public Safety Dispatcher II 00652 17 17 17 0 17

15 Health Info Svcs Technician 07853 0 0 0 1 1

15 Patient Account Representative 09999 0 0 0 1 1


13 Accounting Assistant I 00453 4 4 4 0 4

8 Driver Messenger 08003 2 2 2 0 2

Total Full-Time 701 701 701 2 703

UNCLASSIFIED - HOURLY

Permanent

10 Laborer 92753 1 1 1 0 1



DEPARTMENT: FIRE (22)



Budgeted Positions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 172 -

Birmingham Police Department Organizational Structure



- 173 -

DEPARTMENT: POLICE (43) FUNCTION: PUBLIC SAFETY Mission Statement: The City of Birmingham’s Police Department is charged with enforcing all criminal ordinances and laws of the City of Birmingham, the State of Alabama, and the United States of America. The Department is committed to showing ethical and moral leadership to the community by placing citizens first, being honest and accurate, avoiding unnecessary cost, and being accountable to the general public. The Police Department’s philosophy and motto is “Serving with Ethics and Effort.” The Department continues to provide services that reduce crime, establish new programs, and form new partnerships within the community. Department Insights: The Birmingham Police Department is one of the largest departments in the municipal government. The Department currently has budgeted positions for 898 sworn personnel and 316 professional staff (civilian) personnel. The Department also has approximately 595 vehicles, one of the largest fleets of automobiles within the city. The department is comprised of the Chief of Police and immediate staff that includes an Administrative Captain, the Public Information Officer, and the Internal Affairs Division. The organizational structure of the Police Department consists of four Operation Bureaus: Administrative Operations Bureau, Support Operations Bureau, Patrol Bureau, and the Investigative Operations Bureau.

The Chief of Police and Staff The Chief of Police and staff plans, operates, directs, coordinates, and supervises the Birmingham Police Department. The Chief’s staff is composed of an Administrative Captain, a Public Information Officer, and the Internal Affairs Division. The Public Information Officer (PIO) performs liaison duties between the various media representatives and the Police Department. The PIO also informs the public and news media of events that affect the lives of citizens in the community through news conferences and media releases. The Internal Affairs Division maintains the integrity of the Department by investigating complaints made by citizens or members of the Department against other Departmental personnel. The IAD staff initiates investigations and administers polygraph tests. All police shootings are investigated for Administrative Rules violations by IAD except those ordered by a supervisor to terminate the suffering of injured or rabid animals. Police Shootings involving injury or death to an individual are investigated for criminal violations by the Alabama Bureau of Investigation.



- 174 -

Administrative Operations Bureau

The Administrative Operations Bureau is comprised of a Deputy Chief, one Administrative Lieutenant, and the Administrative Services Division, which consists of the Professional Standards Division (Personnel/Payroll, Hiring, Training Section, Accreditation), Business Compliance, Technology and Research Unit, Budget Unit, Grants Manager, and the Inspections Division. The Professional Standards Division is comprised of Personnel/Payroll, Hiring, Training Section, and Accreditation. The Professional Standards Division is responsible for overseeing and administering the Department’s Accreditation and the Recruiting and Hiring Unit. In 2013, CALEA awarded the Department its eighth re-accreditation. Currently, the team is working on gathering information for its ninth award. The Department has the Employer Partnership Program with the United States Army Reserves for recruitment. The Police Officer Lateral Entry Program has hired 4 officers for 2013. Personnel/Payroll unit maintains the personnel files, payroll, and attendance records. The Training Section is comprised of the Birmingham Police Academy, the Police Firing Range, and the Career Development Unit. The Birmingham Police Academy provides an intensive training program for law enforcement, correctional, and new recruits. The Firing Range has Firearm Instructors who provide training to officers. The Career Development Unit coordinates the development of employee careers by scheduling continuing education classes. The Technology Division provides planning, research and evaluation of new methods, procedures, technology, and developments in law enforcement. This unit provides systems support and security, crime analysis and is finalizing the implementation of the New World Information Records Management Systems. Our goals for 2014 are to complete our wireless transfer of data project and increase the number of VMDTs. Additional goal is to have the RMS mobile platform operational by April 2015. We are also implementing a statistical analysis program that provides real time information through a graphical user interface. The Budget Office manages and oversees the Department’s overall budget and financial records. The Budget Office processes, completes, and submits the financial documentation required for federal reimbursement of departmental overtime costs and other authorized expenses for various departmental operations. The Grants Office is responsible for identifying, obtaining and administering alternative sources of funding. Funds from these programs support a broad range of activities that prevent crimes and enable the department to obtain equipment, technology, and essential tools. Federal Grants totaling $848,166.75 are being provided from the High Intensity Drug Trafficking Grant, COPS Technology Program, Justice Assistance Grants, COPS Interoperable Communications Grant, and the Bullet Proof Vest Program.

The Inspection Unit is comprised of Police Distribution, Fleet Management, the Information Desk, Safety and Security of the Headquarters and Building Maintenance. The Inspections Unit receives, manages, controls, and issues all police related equipment; vehicles, uniforms,



- 175 -

weapons, radios, and physical facilities. The unit conducts annual Staff Inspections on sworn officers and police facilities. The unit also oversees the installation of police equipment. This unit employs an Integrity Control Officer, who is responsible for conducting inspections in the Property Room. The Business Compliance Unit (BCU) conducts regulatory oversight over various businesses operating within the city and works with City Hall in the screening process of business license/permit applications. The BCU conducts investigations licensing complaints, initiates enforcement, collaborates with City Legal in the review and revision of ordinances, works with City Revenue to assist with the financial compliance of delinquent businesses, and conducts research to present information to the Public Safety Committee. The BCU educates business owners about city ordinances.

Support Services Bureau

The Support Services Bureau is comprised of the Records Division, Data Entry Unit, Property Room, Corrections Division, Emergency Call Center, Photo Lab, Identification Unit, Crime Scene Unit and the Firearms and Tool Mark Unit. We have completed and implemented a restructuring of our bureau, which resulted in the movement of our Identification Unit into a newly formed Forensics Division. This resulted in the Crime Scene Unit, Firearms Unit and Identification Unit being under one command, with increased interoperability, centralization and standardization of information. In addition, the Community Services Division was created, which encompasses Community Policing Revitalization, School Resource Officers, Community Services Officers, Crime Prevention Officers, Project Safe, and the Chaplain’s Program. The Firearm and Tool Mark Unit examines and analyzes physical evidence. Current staffing is two firearm examiners and one firearm technician. The Firearm and Tool Mark Unit provides scientific analysis of physical evidence recovered from crime scenes. The Forensic Identification Unit duties include processing fingerprint cards taken of arrested individuals and processing latent prints taken from crime scenes. We manually scan and index the existing fingerprint cards into record storage system. The unit recently upgraded its AFIS system. The Crime Scene Unit’s mission is to complement units. They utilize a structured approach of identifying, collecting, preserving, and documenting all evidence. The Crime Scene Unit (CSU) has established protocols guiding the processing of evidence, chain of custody, reporting guidelines and training programs. The CSU obtained and equipped a Crime Scene Van, upgraded lab equipment, and software. The Photo Lab’s primary functions are to provide a central location for all departmental film, negatives and digital photography evidence. The Photo Lab provides photography equipment, and is in the process of upgrading its Fuji Film server to integrate with the department’s Records Management System. It processed 59,099 prints in 2013.



- 176 -

The Communications Emergency Call Center receives and dispatches calls from citizens as well as self-initiated calls from officers. The center processes false alarms, radio transmissions and makes emergency notifications during weather related incidents and emergencies. In 2013, the center answered 740,632 calls and dispatched 623,296 calls. The call screen unit answered 5,527 calls and made 4,168 reports. The false alarm unit processed 16,424 false alarms. There were 7,991 gun shots detected by Shot Spotter. The mission of the Birmingham City Jail is to securely and humanly house detainees while providing self- improvement opportunities such as GED classes and life skills training to assist detainees in becoming law abiding citizens; also to provide a safe working environment for staff and protection to the citizens of Birmingham. The Birmingham City Jail’s detainee intake was 12,705 in 2013. The Property Unit includes the Property Room and Desk. The property is received and invoiced at the Property Desk and transferred to a secure location. All data is entered into the computer for tracking and retrieval. Property is stored in five secure locations. For 2013, the Property Room received, released, and destroyed General Property, Firearms, and Narcotics. The unit had 1 property burning and 1 auction. The Records Unit processed 14,851 records in 2013. The Unit’s duties include sorting, scanning, and indexing incoming reports, pulling and processing FBI/NCIC record checks request. The Unit processed 1215 fingerprint requests, 5,902 insurance requests, 180 background checks, and 450 other requests. The Unit assists in locating, researching, and processing reports. The unit assists in monthly validations, sorts, files, and maintains the security of juvenile reports. The unit receives payment for report fees, fingerprint requests, and taxi/limousine license fees. The unit processes insurance report requests, a daily activity report to the supervisor, and a daily cash transmittal report for City Finance. The Data Entry Unit is currently comprised of Administrative Clerks, a Data Control Clerk, and Data Entry Supervisors who ensure all incidents, offense, supplement and intelligence reports are entered in a timely and accurate manner. In 2013, the unit processed over 106,925 reports. After mail is logged in and copied, the reports are entered into the database. Each report is reviewed for accuracy before leaving the unit. The clerks enter and remove stolen or recovered items into NCIC/ACIC. The Community Service Division is comprised of six units: Community Policing Revitalization, Community Project Coordinator, Community Relations Assistant, Community Service Officers, Project Safe, and Youth Services. The Community Policing Revitalization unit’s (formerly Weed and Seed) mission is to reduce violent drug related crimes in designated high crime communities insuring conditions conducive to bringing people together to develop sustainable solutions for building safer communities through crime prevention, investment of resources and neighborhood revitalization; Community Project Coordinator is to establish a departmental commitment towards bringing close ties between the department and the community while responding to their needs. The unit also provides the Citizens Police Academy for the public.



- 177 -

The Community Relations Assistant (Crime Prevention Officer) is to establish and maintain citywide neighborhood watch programs and any other public crime prevention programs deemed necessary for the protection, benefit, and reduction of crime in the community. Community Service Officers are social workers who work in conjunction with sworn officers to provide crisis intervention social services. Project Safe’s program, Domestic Violence Perpetrator Intervention Program, is to help end domestic violence by providing a structured 24 week group format to teach perpetrators alternatives behaviors and attitudes. The Youth Services Division coordinates and supervises crime prevention for youth and administers the School Resource Officers (SRO), Gang Resistance Education and Training (GREAT), Explorer and the Police Athletic Team (PAT) Programs. For the year of 2013 Youth Services Division serviced over 10,000 youth in Birmingham City Schools. PAT serviced 1,575 youth including 104 boys and girls teams. Youth Services educates the public on Street Gang Recognition and has completed over 500 talks to surrounding communities.

Patrol Bureau

The Patrol Bureau is the largest and most visible bureau of the Birmingham Police Department. The FOB is composed of over 575 members including four police precincts, the Tactical Unit, the Mayor’s Security Detail and HICOPP Coordinator. The Patrol Bureau is commanded by a Deputy Chief. The precincts conduct preventive patrols, monitor and enforce traffic laws, investigate accidents, respond to calls for service, conduct preliminary investigations, arrest violators, suppress disturbances, serve warrants and subpoenas, present testimony in court, investigate citizen complaints, staff special events/operations, and serve the citizens. Increased overtime funding is essential for the officers to carry out the duties they are required to perform. Task Forces are assigned to address specific problems or issues. Increased overtime funding is desperately needed for these details. The North Precinct provides police coverage to 20.48 square miles. The department is planning to create a new Downtown Precinct. Overtime funds are needed for personnel working the Uptown Entertainment District, Regions Field and Railroad Park. Additional vehicles, foot patrols, and a task force will be utilized to deter crime and create a greater police presence. In 2013, North Precinct was successful in reducing crime by 18 %. The South Precinct covers approximately 46 square miles. The precinct has beat officers, HICOPP, Task Forces, and a professional staff. Additional funding is required in these districts utilizing both marked and unmarked patrols. South Precinct had a 7% reduction in crime. The East Precinct covers approximately 50 square miles. Officers are assigned to beats, Task Force, bicycle beats, HICOPP, and the Airport Precinct. Overtime funds are needed to cover Crime Reduction Initiatives conducted by off-duty officers. The precincts utilize extra officers for city events. The Airport Precinct’s primary functions include assisting and protecting citizens, and airport personnel. Overtime funds are needed to provide additional security when directed by the Department of Homeland Security. The Airport Precinct utilizes extra officers during holiday seasons and for VIPs. East Precinct had a 13%



- 178 -

reduction in crime. The West Precinct covers approximately 65 square miles. Officers are assigned to patrol vehicles, bicycles, T3s, Smart cars and the Task Force. Additional overtime funds are needed to perform special operations and security for the Cross-Plex facility. Since the construction of a new precinct has not been completed, funds are needed in this year’s budget to pay for storage fees for items purchased such as desks, chairs, equipment, and audio/visual equipment. West Precinct had a 10% decrease in crime. The Tactical Unit is comprised of specialized units, which supplement patrol, handles special events, and tactical situations. Freeway Patrol and Solo Motor Scouts investigate traffic accidents, perform directed patrols, enforce traffic violations, assist motorists, and conduct inspection checkpoints. The Hit and Run Unit performs follow-up investigations on all hit and run accidents. Motor Scouts perform dignitary and VIP protection. In 2014, five motorcycles will need to be replaced at a cost of approximately $25,000.00 each. The Warrant Detail executes arrest warrants, and handles all fugitive from justice. The Mounted Patrol rides selected areas. The Mounted Patrol will need funding to replace four horses. The K-9 Unit conducts preventative patrol, enforces violations, conducts business premise searches, and tracking assignments. The Bomb Disposal Unit responds, investigates, and handles all calls pertaining to explosive devices. The bomb robot needs to be updated at a cost of $51,000.00 and the X-ray machine needs updating at cost of $4,200.00. The Wreck Reconstructionist works traffic accidents on the lower roadway and investigates traffic fatalities and traffic homicide investigations. Additional training is needed for the unit.

Investigative Operations Bureau

The Investigative Operations Bureau is comprised of a Deputy Chief, an Administrative Assistant and four Divisions Commanders: Crimes against Persons, Crimes against Property, Special Victims and Vice/Narcotics Division. Other sub-units are: Court Liaison, Subpoena Clerks, Crime stoppers, the U. S. Marshall Fugitive Task Force, Crime Reduction Team, Drug Enforcement Administration Task Force, the IRS Task Force, and the Joint Terrorism Task Force. The Crimes Against Persons Division is comprised of Robbery, Homicide, and Project ICE, CRT, NET, Sex Offender Unit, and the Intelligence Unit. The Robbery Unit investigates all robberies sawed-off shotguns/rifles and certain persons prohibited from possession of a pistol, retrieve evidence from businesses, prepares follow-up reports and presents evidence in court. Robbery has implemented operations which deter criminal activity. The Robbery Unit includes the Crime Reduction Team (CRT), Neighborhood Enforcement Team (NET), and the Sex Offender Unit. The CRT targets area and suspect apprehension. The NET targets neighborhoods, conducts operations, and prevents crimes. The Sex Offender Unit investigates registered sex offenders. The Homicide Unit includes the Sex Crime Unit, Intelligence Unit, Project Ice, and the Cold Case Unit. The Sex Crimes Unit investigates all sexual related offenses. The Cold Case Unit investigates all unsolved homicides which are at least one year old. The Homicide Unit and CRT spearheaded several operations.



- 179 -

Project ICE works in conjunction with the Bureau of Alcohol, Tobacco and Firearms and investigates firearms violations, performs criminal histories on citizens requesting release of firearms in police custody and conducts firearm traces for all police units. Project ICE coordinates with the U.S. Marshall’s Deputies in investigations and apprehension. The Intelligence Unit is tasked with the collection, analysis and distribution of intelligence information, as it pertains to the operation of the Department. The police department has officers assigned to the Gulf Coast Regional Task Force. This is a partnership with the US Marshals that targets some of the most violent offenders and fugitives from justice. They also act as a force multiplier for the city during special operations and high profile investigations. The Sex Offender Unit is responsible for tracking all registered sex offenders that reside in the City of Birmingham. The unit obtains warrants for those in violation of the law. The Crimes Against Property Division is comprised of Burglary, Auto Theft, and Major Fraud

Units. The Burglary Division is comprised of the Arson Unit, Pawn Shop Detail, and Scrap

Yard Detail. Burglary investigates all felony property crimes, prepares follow-up reports, and

presents evidence in court. Arson Unit investigates arson cases. The Pawn Shop Detail

verifies all property pawned, locates, and identifies suspects pawning and selling stolen

merchandise. The Scrap Yard Detail verifies all property scrapped, as well as locates and

identifies suspects selling stolen ferrous and non-ferrous materials. The Burglary Unit is

focusing on initiating two crime prevention initiatives.

Auto Theft Unit investigates thefts, identifies recovered and altered vehicles, prepares follow-

up reports and presents evidence in court. Auto Theft checks impounded vehicles, and

notifies owners of recovered vehicles. The unit investigates applications for junk yards and

issues licenses. The unit has implemented an operation to deter auto thefts. The Major

Fraud Unit investigates felony shoplifting, credit card fraud, embezzlement, employee theft,

forgery, home repair fraud, identity theft, rental property theft, and theft of services. The IRS

Task Force investigates all IRS fraudulent cases involving large corporations.

The Special Victims Division is comprised of two units: Family Services and Domestic

Violence. The Family Services Unit is responsible for investigating misdemeanor crimes

committed by juveniles and against juveniles, curfew violations, gang activity, animal cruelty,

child abuse, neglect, interference with custody cases, and complaints from DA’s office

concerning Day Care Centers and endangerment cases. The unit also investigates missing

persons and runaway cases. The Domestic Violence Unit investigates domestic violence

related offenses, prepares follow-up reports, and presents evidence in court. The FBI Task

Force coordinates with the FBI in an effort to identify and suppress violent gang activities in

the City.



- 180 -

The Vice Narcotics Division includes two investigative squads, the Technical Surveillance

Unit, and the Drug Enforcement Administrative Task Force. Vice Narcotics investigates all

drug related offenses, vice complaints, prepares follow-up reports, statistics of enforcement

efforts, and presents evidence in court. Vice Narcotics investigates applicants and premises

relative to the issuance of licenses. The unit oversees funds used to identify drug sources

and “sting” operations.

The Technical Surveillance Unit monitors undercover operations and insures the safety of the detectives. The unit makes training videos, provides technical audio-video intercept, photographic support, acquisition, inventory utilization and maintenance of all equipment. Drug Enforcement Administrative Task Force coordinates federal investigations. The Subpoena Clerks log in and forward subpoenas to officers. The Court Liaison maintains an on-call list of officers. Crime Stoppers publicizes unsolved crimes to secure information to help solve crimes. Performance Goals:

• Reduce violence crime.

• Reduce drug activity as well as drug and vice-related crimes.

• Reduce the incidence of citizen complaints.

• Enhance professionalism and proficiency of all personnel through continuous training.

• Reduce Part I Offenses.

• Reduce the number of false alarm calls.

• Monitor parolees and probationers.

• Continue departmental effort of 100% enforcement.

• Collaborate with other city departments to alleviate urban blight and reduce crime. Selected Objectives:

Engage the Community.

• Increase social media initiatives.

• Increase the number of police/community partnership programs.



- 181 -

• Expand Weed & Seed to Western area of Birmingham

• Continue “walking the beat” neighborhood engagement program

• Implement Citizens on Patrol program Enhance the Departments Infrastructure

• Increase the number of conversational Spanish classes offered to personnel.

• Increase the number of in-service defensive driving training classes. • Graduate two Police Academy sessions.

• Expand Call Screening/Tele-serve capabilities.

• Fill Departmental leadership vacancies through timely promotions.

• Expand the career development program.

• Implement additional computerization capabilities of Department.

Execute effective crime fighting strategies.

• Increase firearms seizures and narcotics-related search warrants and arrests.

• Reduce the number of Part One Offenses in the City of Birmingham.

• Reduce the amount of False Alarms in the City of Birmingham.

• Increase the number of referrals of illegal firearms cases to ATF.

• Increase the use of the National Integrated Ballistic Identification Network

• Increase the number of joint operations with Federal, State, and L.E. Agencies.

• Increase the number of referrals to Project SAFE.

• Implement additional violent crime reduction initiatives.

• Expand intelligence collection capabilities regarding violent offenders and street

gangs.



- 182 -

Performance Measurements: Crime statistics are reported by calendar year.

2013 Actual

2014 Estimated

2015 Goal

Project S.A.F.E. 310 326 342 Firearm Seizures 1,517 1,500 1,550

ATF Referrals 160 150 160

Number of Homicides 63 55 53

Number of Rapes 178 180 171 Number of Robberies 969 955 908

Number of Felony Assaults 1152 993 856

Narcotics Search Warrants 302 308 312

Narcotics Arrests 293 298 305

MDTs in Patrol Vehicles 111 129 189

In-Service Defensive Driving Class 3 3 3

Burglaries 4,059 3,800 3,610

Auto Theft 1,525

1,403 1,333

Theft (Felony) 6,462 6,416 6,370 **Note: The overall goal of the Birmingham Police Department is to reduce all Part I offenses by 5%. **



- 183 -

Personnel Services


Supplies

Professional

Utilities

Communications

Rental Expenses


GRAND TOTAL

Pay


Class

Code

APPOINTED-SALARIED:

675 Police Chief 99197 1 1 1 0 1

676 Deputy Police Chief 94306 1 1 1 0 1





CLASSIFIED-SALARIED:

30 Forensic Services Manager 06478 1 1 1 0 1

29 Chief Jail Administrator 06497 1 1 1 0 1

29 Police Captain 06035 16 16 16 0 16

28 Network System Administrator I 02551 1 1 1 0 1

27 Director of Social Services 02389 1 1 1 0 1

27 Principal Accountant 01027 1 1 1 0 1

24 Principal Corrections Supv 06495 1 1 1 0 1

24 Police Lieutenant 06034 32 32 32 0 32

23 Forensic Scientist 06473 1 1 1 2 3


Budgeted P ositions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

$84,474,325.10 $90,982,975.54 $88,951,959.00


562,787.84 587,571.77 679,835.00

168,604.20 306,940.03 221,231.00

947,057.30 997,787.14 947,053.00

170,445.00 121,845.00 170,445.00

756,529.30 736,960.06 740,015.00

581,370.93 757,162.56 2,095,366.00

$81,105,303.15 $87,313,682.84 $83,880,837.00

182,227.38 161,026.14 217,177.00


DEPARTMENT: POLICE (43)





- 184 -

Pay


Class

Code

23 Latent Fingerprint Exam Supv 06470 1 1 1 0 1

23 PC Network Technician 02550 2 2 2 0 2


21 Staff Nurse 07075 1 1 1 0 1

21 Sr. Correctional Supervisor 06494 3 3 3 0 3

21 Latent Fingerprint Examiner 06467 6 6 6 0 6

21 Sr. Pol Comm Service Worker 06454 1 1 1 0 1

21 Statistical Analyst 02730 1 1 1 0 1

21 Accountant 01023 2 2 2 0 2


20 Police Comm. Service Worker 06453 5 5 5 0 5

20 Police Sergeant 06033 111 111 111 4 115

20 Social Worker 02384 7 7 7 0 7

19 Correctional Supervisor 06492 13 13 13 0 13

19 Photographic Lab Manager 06445 1 1 1 0 1

19 Public Safety Dispatcher III 00654 5 5 5 0 5

19 Administrative Supervisor 00068 1 1 1 0 1

18 Sr. Food Service Supervisor 09057 4 4 4 0 4

18 Sr. Maintenance Repair Wkr 08635 2 2 2 0 2


17 Police Officer 06031 737 737 737 8 745

17 Data Entry Supervisor 02535 3 3 3 0 3

16 Corrections Officer 06490 79 79 79 0 79

16 Police Relations Assistant 06451 5 5 5 0 5

16 Public Safety Dispatcher II 00652 30 30 30 0 30

16 Administrative Assistant III 00066 2 2 2 0 2

15 Photograph Lab Specialist 06443 1 1 1 0 1

15 Senior Stores Clerk 00855 1 1 1 0 1

13 Licensed Practical Nurse 07073 1 1 1 0 1

13 Property Control Clerk 06457 6 6 6 0 6

13 Public Safety Dispatcher I 00650 39 39 39 0 39


12 Stores Clerk 00853 1 1 1 0 1

11 Communications Operator 00642 2 2 2 0 2



Budgeted Positions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014




- 185 -

Pay


Class

Code

Total Classified-Salaried 1,206 1,206 1,206 14 1,220

UNCLASSIFIED-HOURLY:

Permanent

133 Building Service Worker 92751 6 6 6 0 6

Total Permanent Unclassified-

Hourly 6 6 6 0 6

TOTAL POSITIONS 1,217 1,217 1,217 14 1,231


Budgeted Positions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014





- 186 -

Municipal Court


Presiding Judge

Municipal

Judges

Court

Administrator

Magistrates Grant

Management

Section

Administration

Division

Parole and

Probation

Division

Enforcement

Section

Collections

Section

Bond

Forfeitures

Section

Court Referral

Division

Traffic Citation

Division

Records

Division Court

Operations

Division

Drug Court

Division

PC

Tech

Court

Administrator

User

Support



- 187 -

DEPARTMENT OVERVIEW

DEPARTMENT: MUNICIPAL COURT (46) FUNCTION: PUBLIC SAFETY MISSION STATEMENT: The mission of the Birmingham Municipal Court is to serve as the judicial branch of the city that processes and adjudicates all non-felony violations occurring within the City's police jurisdiction in a fair, accessible, and timely manner. The Birmingham Municipal Court is truly the biggest and busiest court in Alabama. We are here to serve this great City of Birmingham. DEPARTMENT INSIGHTS:

The Municipal Court is comprised of five courts: three (3) Misdemeanor Courts, Traffic Court, and South Court (David Barnes Court).

Functionally, the Municipal Court consists of seven divisions: Judges, Administration, Court Operations, Magistrates, Collections, Records, Parole and Probation and Enforcement Divisions.

The Judicial Division consists of five full-time, two part-time and several special judges who serve in the absence of the full-time judges. Judges adjudicate traffic and motor vehicle violations, municipal violations, and misdemeanor cases. There are no jury trials at this level. Judges hear these cases and make decisions based on the law, evidence, rules, and procedures of the courts. Research and Development, as well as community-based programs come under this division. The primary duty and goal for the judges is to provide equal justice to all citizens.

The Administrative Division provides administrative assistance to the Presiding Judge in the areas of personnel, budget, court management, training, and development of programs that benefit the Court staff and citizens.

The Court Operations Division ensures that the Court processes all matters in an efficient and professional manner. It consists of Misdemeanor Court, Traffic Court, Presiding Court, and South Court. Five full-time judges preside over these courts. This division provides support before, during and after court.

The Magistrate Division receives complaints from the Police Department, other City departments, law enforcement agencies, and citizens concerning public offenses. They make decisions as to the issuance of complaints and arrest warrants, preside over arraignments and other hearings, set initial bail and approve bond amounts.



- 188 -

The Collections Division accounts for all fees, costs, fines, and penalties charged and collected in the court. This includes processing all criminal, traffic, parking, and other fines, fees, and restitution. The Collections Division also processes cash bonds.

The Records Division is responsible for file management and docketing court cases, including traffic citations, parking violations, curfews, environmental, and criminal cases. This division also distributes and retains all court files used by the Court.

The Parole and Probation Division is responsible for the comprehensive case management and supervision of Defendants whose cases have been probated for the collections of fines, completion of special conditions and jail sentences that have been commuted. The Division serves as liaison between the Court and the Defendant to assist with rehabilitative serves through referrals as a prevention of recidivism. The Enforcement Division is responsible for the day to day security of the Municipal Court. Each bailiff is assigned a Judge and the guards are responsible for the safety of the public. Both the bailiffs and the guards are responsible for the safety of the employees of Municipal Court. Performance Goals:

• Provide and administer equal justice to all citizens in the adjudication of all cases and provide information to the community about specialized court programs, i.e. Drug Court, Enhanced Drug Court, Gun Court, Enhanced I Gun Court, Enhanced II Gun Court, Domestic Violence Court, Environmental Court, DWI Court, Veteran’s Treatment Court, Mental Health Court and Bilingual Court. Ensure guidance and supervision of defendants on court ordered specialized programs of the City of Birmingham.

• Ensure the structure and machinery of the courts is accessible to those served through

upgrading the building, software and hardware.

• Provide high quality customer service ensuring that court personnel are courteous and responsive to the public and accord respect to all with whom the court comes in contact.

• Ensure staff is able to meet responsibilities in a timely and expeditious manner through training, maintenance and support of computer software and hardware.

• Ensure organizational and legal compliance to city, state and federal laws, policies and regulations governing municipal court operations, performance and accountability.



- 189 -


• Disburse funds timely, provide information and report on schedule. Respond to all requests for information and services on schedule thus ensuring effective use of time and information.

• Gain the trust and confidence that all trials are conducted expeditiously and fairly and that court decisions have integrity upon being issued.

• Inform the community about court programs and services.

• Ensure the citizens view the court as being independent and not influenced by other components of governments within/without the City.

• Restructure the divisions to unify the processes; increase the synergy of the overall department by focusing our personnel o the overall objectives of the department.

• Expedite the adjudication process through the new case management system which provides all available information about a defendant on the judge’s computer.

• Establish within the imaging system an automated archiving and deletion of documents based on the record retention requirement.

• Develop educational programs to empower citizens with a better understanding of court operations.

• Cross train employees in related court areas.

• Present alternative community services where the offender voluntarily works for various agencies in lieu of paying fines and court cost. We currently have a strong participation with local community agencies.

• Offer community–based residential programs.

• Offer services to women offenders including referrals to shelters and counseling.

• Monitor records for all courts as to the relevance of court decisions and actions for accuracy and proper preservation.



- 190 -


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Appeal Bonds Taken to the Circuit Court of Appeals

69

73

77

Bondsmen Processes 72 76 80

Cash Bonds Forfeited and Payments applied 2,101 2,206 2,316

Cash Bonds Processed 3,588 3,768 3,956

Collections for Victim Restitution 71 75 79 Conditional Bond Forfeiture Collections & Show Cause Notices 317 333 350

Defensive Driving School Order 711 747 785

Defensive Driving School Complete 516 542 569

Equipment Repair Tickets (Lights) 3,426 3,597 3,777

Magistrate certification programs 45 50 55

Non-Traffic Cases 6,011 6,312 6,628

Non-Traffic Cases Adjudicated 7,575 7,954 8,352 Number of Offenders Completing Probation – MC/JCS 2,561 2,689 2,823 Number of Probation Cases Assigned – MC/JCS 11,026 11,577 12,156 Number of work orders from users to correct PC systems and software INCODE problems 240 228 217

Parking Tickets Adjudicated 12,703 13,338 14,005

Parking Tickets Issued 37,186 39,045 40,997



- 191 -

FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

PC TECH – Number of installations and/or replacement of PC’s and Training 225 236 248

Software updates and revisions 269 282 296

Total Images Scanned 111,159 116,717 122,553

Traffic Cases 20,984 22.033 23,135

Traffic Cases Adjudicated 24,279 25,493 26,768

Trips to Transport Records to South Court 160 168 176

Specialized Courts

Bilingual Court 217 228 239

Domestic Violence 2,930 3,077 3,231

Drug Court Cases 87 91 96

Drug/Alcohol (Court Referrals) 11,803 12,393 13,559

Evaluation (Court Referrals)

246

258

271

Monitoring (Court Referrals)

932

979

1,028

DWI

307

322

338

Enhanced Drug Court

175

184

193

Enhanced Gun Court

205

215

226

Environmental

99

104

109

Gun Court Cases

278

292

307

Veteran’s Treatment Court

28

30

32



- 192 -

FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Number of Offender Hours in Community Service

440

462

485

Number of Offender Hours Ordered and Amount in Community Service 928 974 1,023



- 193 -

Personnel Services


Supplies

Professional

Utilities

Rental Expenses


GRAND TOTAL

Pay


Class

Code

APPOINTED-SALARIED

400 Presiding Judge 97101 1 1 1 0 1

401 Municipal Judge 94636 3 3 3 0 3

402 Special Judge 97301 5 5 5 0 5

406 Municipal Court Administrator 94623 2 2 2 0 2


CLASSIFIED - SALARIED:

27 Administrative Service Manager 02067 1 1 1 0 1

27 Parole/Probation Administrator 02347 1 1 1 0 1

25 Drug Court Coordinator 00285 1 1 1 0 1

21 Parole Officer 02344 6 6 6 0 6

19 Court Monitoring Specialist 00289 2 2 3 0 3

19 Court Coordinator 00276 3 3 3 0 3

19 Magistrate 00270 6 6 7 0 7


17 Bond Forfeiture Investigator 06460 2 2 2 0 2


16 Senior Court Clerk 00274 5 5 5 0 5



Budgeted P ositions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

8,668.01 16,917.20 14,417.00

$4,502,973.82 $4,424,572.12 $4,637,919.00

58,536.70 70,183.52 78,076.00

11,299.11 10,639.31 28,000.00

43,723.06 35,110.77 37,863.00

371,909.22 160,794.28 180,000.00

$3,939,142.24 $4,055,754.99 $4,230,004.00

69,695.48 75,172.05 69,559.00

DEPARTMENT: MUNICIPAL COURT (46)






- 194 -

Pay


Class

Code


13 Bailiff Court Security 06411 4 4 5 0 5

13 Court Clerk 00273 12 12 12 0 12


10 Guard 08611 6 6 5 0 5

5 Labortory Assistant 07191 0 0 2 0 2

Total Classified-Salaried 62 62 66 0 66

Sr. Pol Comm Service Worker


Permanent



Hourly 1 1 1 0 1

Total Positions 74 74 78 0 78

DEPARTMENT: MUNICIPAL COURT (46)



Budgeted P ositions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 195 -

The Department of Public Works


Director

Sr. Deputy Director

Deputy DirectorOrnamental Horticulture

Keep Birmingham

Beautif ul Commission

Urban Foresrty

Deputy DirectorVegetation Control

Horticulture Operations

East

Horticulture Operations

North

Deputy DirectorStreets and Sanitation

North Birmingham

Distric t

Ensley Distric t

Esst End Distric t

Southside Distric t

Deputy DirectorAdministration

Personnel

Risk Management

Budget

Education and Training

Facilities Management

Database Management

Code Enforcement

Deputy DirectorSafety

Occupational Safety

and Health



- 196 -

DEPARTMENT OVERVIEW

DEPARTMENT: PUBLIC WORKS (49) FUNCTION: PUBLIC SAFETY Mission Statement: It is the mission of the Department of Public Works to provide an environmentally clean and safe city through the economical, efficient, proficient and courteous delivery of sanitary services, street maintenance, building maintenance, park maintenance, right-of-way beautification and code enforcement to the citizens of Birmingham. Department Insights: It is the goal of the department to be recognized as a leading public service department with a highly skilled and motivated work force utilizing advanced technologies and innovation providing city services to include: • Collection Service – Refuse pick-up, trash and brush pick up, curbside recycling, street

sweeping and litter pick up. • Street Maintenance Services – Storm sewer maintenance and street cleaning. • Facility Maintenance – Building maintenance, park maintenance.

• Horticulture – Greenhouse operations, right-of-way beautification and maintenance,

alley/city owned Property/ditch maintenance. • Urban Forestry – Tree planting/trimming/removal/replacement, brush pick up and stump

grinding. • Solid Waste Management – Landfill operations, wood waste and metal recycling. • Construction – Demolition, storm sewer and sidewalk construction, alley paving, curb and

gutter repairs, street repairs and stump removal. • Code Enforcement – Nuisance abatement (vacant lots, inoperable vehicle, improperly

stored items). • Mow More – Vegetation Management crews will abate overgrown lots at an accelerated

pace after City Council’s approval.



- 197 -

Performance Goals:

• Continue to improve refuse/recycle collection. • Continue to improve trash and brush pick up, provide advanced scheduling. • Acquire permit and open 18 acre Municipal Solid Waste Landfill unit/cell at the New

Georgia Landfill.

• Acquire permit and open 21 acre Municipal Solid Waste Landfill unit/cell at Eastern Landfill.

• Reduce the number of injury-with-pay occurrences. • Improve community relations. • Reduce citizen complaints.

• Increase the effectiveness of Code Enforcement initiatives by: assisting Birmingham

Police Department with removing inoperable/abandoned vehicles from public right-of-ways, expand the warning and citation procedures to include issuing Summons and Uniform Citation and Complaint forms and developing a new database to support a paperless process.


• Publish and mail Trash and Brush calendars to neighborhood officers by the 10th of each month.

• Schedule calendar year 2015 trash and brush pick up and street sweeping by mid-November.

• Route storm sewer crews with street sweepers on a monthly basis.

• Complete approval and opening of 10 to 12 acres of C & D Unit 2 for New Georgia Landfill.

• Conduct monthly safety meetings and develop Job Safety Analyses.

• Ensure departmental representation at each neighborhood’s meeting on a monthly basis.



- 198 -

• District supervisors will meet with neighborhood president and Councilor, if available, to do a neighborhood ride through, monthly on an annual basis.

• District supervisors will attend monthly community meetings in their district. • Assist in neighborhood cleanup campaigns by placing roll-off boxes on weekends.

• Initiate a pilot program for automated refuse and recycling program.

• Work with Mayor’s Office, Law Department and City Council to decrease the time

required to abate and process assessments for overgrown vacant properties.


MATERIAL HAULED:

FY 2013 Actual

FY 2014 Actual

FY 2015 GOAL

Brush, clean (Tonnage) 97,220 19,473 21,000

Rubbish (Tonnage) N/A 78,910 80,000

Refuse (Tonnage) 52,890 50,709 52,000

Litter Cleared (blocks) N/A 367,178 370,000

Recycling (Tonnage) 802 Loads 5,352 5,700

Recycling total # bins N/A 472,504 475,000

Recycling total # on route N/A 3,282,841 34,000,000

Other (Tonnage) N/A 15,991 16,000

CLEANING SERVICES:

Sidewalk Sweeping (blocks) N/A 92,294 95,000

Street Sweeping-mechanical (miles) 100,741 141,573 145,000

Streets Flushed (miles) N/A 176 400

Catch Basin N/A 1,753 1,900

Storm Sewers (linear ft.) 192,232 114,865 116,000

Storm Sewer backups N/A 657 700



- 199 -

REPAIR & CONSTRUCTION:

FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Asphalt paving (sq. yds) N/A 2,439 2,600

Potholes repaired (# holes) 15,923 17,111 18,000

Utility cuts repaired (sq. yds.) N/A 260 300

Concrete paving (sq. yds.) N/A 2,376 2,500

Sidewalk Const/Repair (sq. yds.) 4,491 3,974 4,100

Curb & gutter const. (linear ft,) N/A 1,049 1,100

Catch basins, inlets const. N/A 370 390

Culvert wall, top, floor (sq. yds.) N/A 1 5

Header walls constructed N/A 20 30

Pipe repairs/install (lin. Ft.) N/A 519 550

Manhole constructed N/A 340 370

Demolition of house (# houses) N/A 92 100

Guard rail installed (linear ft.) N/A 91 100

Fence repair/install (linear ft.) N/A 13,633 14,000

Storm sewer tops made N/A 665 700

Storm sewer tops set, reset 5,184 6,755 7,000

Sewer line filmed (linear ft.) N/A 156 160

Landscape seeding (sq. ft.) N/A 151,991 155,000

VEGETATION MANAGEMENT:

Street R.O.W. mowing (blocks) N/A 40,785 42,000

Alleys, cut and clean (blocks) N/A 2,255 2,500

Interstate ramps (# ramps) N/A 479 500

City lots, cut & clean (# lots) N/A 2,510 2,700

Private Lots N/A 1,468 1,600

Ditches & creek banks (# blocks) 5,138 2,764 2,900

Herbicide spray-trk (# acres) N/A 51 100



- 200 -

FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Heribicide spray-hand (# blocks) N/A 450 500

Parks Cut/Cleaned (acres) N/A 48,906 50,000

Trees Removed N/A 753 780

Trees Trimmed N/A 1,589 1,650

Stump Grinding N/A 253 275

Trees Planted N/A 99 120

CODE ENFORCEMENT:

Vacant Property Violations N/A 11,272 12,500

Vacant Prop complaints investigated (submitted to Weed Bill)

N/A 6,829 7,000

Vacant Prop Removed by Code Enforcement N/A 5,637 5,800

Vacant Prop Removed by Contractor Abatement

N/A 2 0

Vacant Prop Removed by Hort. Crew N/A 523 650

Total Vacant Prop Violations Resolved (Removed from Weed Bill)

N/A 6,697 7,000

OCCUPIED PROPERTY VIOLATIONS

Occupied Prop complaints investigated N/A 2,917 3,000

Occupied Prop Warnings Issued N/A 566 600

Newton Bill Tows N/A 14 30

Occupied Prop Certified letters sent N/A 2,514 2,700

Occupied Prop Summons issued N/A 76 90

Occupied Prop Warrants issued (FTA) N/A 2 10

Total Occupied Prop Violations Resolved N/A 1,479 1,600



- 201 -

RIGHT-OF-WAY VEHICLE VIOLATIONS

FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

ROW complaints investigated N/A 170 225

ROW Vehicles moved by Owner N/A 4 15

ROW Vehicles towed by COB N/A 0 15

Cases Processed in Municipal Court N/A 29 40

Signs Posted N/A 1,888 2,000

SPECIAL EVENTS

Miles Driven N/A 70,777 71,000

Signs Installed N/A 227 250

Banners Installed N/A 1,470 1,500

Park Recreation Equip Install/Repair N/A 271 285

SPECIAL EVENTS

Tents/Tables/Chair Setup N/A 241 250

Stages Setup N/A 449 475

Office Furniture Relocations N/A 281 300

Mosquito Spraying (blocks) N/A 161,360 165,000

Ice Calls N/A 160 160

Dead Animals N/A 10,207 10,400



- 202 -

Personnel Services


Supplies

Professional

Utilities

Rental Expenses


Capital Outlay

GRAND TOTAL

Pay


Class

Code


900 Director Public Works 99110 1 1 1 0 1

901 Deputy Dir Pub Wks - Ops 99111 1 1 1 0 1

902 Deputy Dir Pub Wks 99111 0 0 1 0 1

903 Deputy Dir Pub Wks - Admin 99111 1 1 1 0 1

904 Deputy Dir Pub Wks - Hort 99111 1 1 1 0 1

905 Deputy Dir Pub Wks - Fac 99111 1 1 1 0 1

906 Deputy Dir Pub Wks - Ops 99111 1 1 1 0 1



Permanent

32 Chief Accountant 01028 1 1 1 0 1

30 Facilities Manager 08696 1 1 1 0 1

30 Occup Health/Safe Admin1 02878 0 0 0 1 1

29 Solid Waste Administrator 08080 1 1 1 0 1

28 Street Construction Supt 08777 1 1 1 0 1

28 Principal Admin Analyst 02087 1 1 1 0 1



Budgeted Positions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

0.00 1,521,269.85 0.00

$47,404,043.15 $53,125,795.51 $46,947,255.00

52,286.65 430,414.52 35,813.00

1,287,075.94 1,168,439.49 1,287,081.00

81,692.33 198,570.74 82,127.00

459,908.23 548,688.86 457,835.00

112,449.44 171,392.76 211,259.00

$43,277,632.16 $46,183,616.60 $43,318,056.00

2,132,998.40 2,903,402.69 1,555,084.00

DEPARTMENT: PUBLIC WORKS (49)






- 203 -

Pay


Class

Code

27 Administrative Svcs Manager 02067 1 1 1 0 1

25 Risk Management Coord 01054 1 1 0 0 0

25 Urban Forester 08271 1 1 1 0 1

25 Env Code Enforcement Mgr 05459 1 1 1 0 1

25 Public Works District Supvr 08797 4 4 4 0 4

25 Chief of Bldg Maintenance 08648 3 3 3 0 3

25 Horticulture Operations Mgr 08297 5 5 6 0 6

25 Maintenance Mechanical Supv 08180 1 1 1 0 1

25 Data Management Specialist 02566 1 1 1 0 1

25 Sr. Waste Wtr Maint Worker 08354 0 0 1 0 1

24 Education and Training Coord 02090 1 1 1 0 1

24 Plumber 08543 6 6 6 0 6

24 HVAC/Refrigeration Tech 08553 7 7 7 0 7

24 Sr. Administrative Analyst 02085 1 1 1 0 1

24 Painter Supervisor 08575 1 1 1 0 1

24 Electrician 08593 7 7 7 0 7

23 Stores/Procurement Officer 00854 1 1 1 0 1

23 Cabinetmaker 08534 1 1 1 0 1

23 Mason 08513 2 2 2 0 2

22 Env Code Enforcement Supvr 05457 3 3 2 0 2

22 Horticulture Maint Supvr 08295 9 9 8 0 8

22 Urban Forestry Supervisor 08269 1 1 1 0 1

22 Painter 08573 7 7 7 0 7

22 Carpenter 08533 6 6 6 0 6

22 Sr. Construction Supervisor 08068 2 2 2 0 2



20 Public Works Supervisor 08067 11 11 11 0 11

20 Landfill Operations Supervisor 08073 2 2 2 0 2

20 Horticulture Specialty Grower 08284 1 1 1 0 1

19 Sr. Waste Wtr Trmnt Pl Maint 08254 1 1 0 0 0


18 Sr. Maint Repair Worker 08635 5 5 5 0 5

18 San and Ordinance Inspector 05454 12 12 12 0 12




Budgeted P ositions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 204 -

Pay


Class

Code

18 Landscape Crewleader 08287 47 47 47 0 47

18 Senior Arborist 08267 5 5 5 0 5

17 Construction Supervisor 08065 4 4 4 0 4

17 Construction Eqmt Operator 08034 18 18 18 0 18


16 Area Wide Brush & Trash Sup 08035 11 11 11 0 11

16 Refuse Truck Driver 08033 37 37 37 0 37



15 Sr. Bldg Custodian 08625 4 4 4 0 4

15 Arborist 08265 9 9 9 0 9

15 Labor Supervisor 08064 5 5 5 0 5

15 Heavy Equipment Operator 08032 69 69 69 0 69

14 Greenhouse Gardener 08283 1 1 1 0 1


13 Truck Driver 08031 79 79 119 0 119

13 Gardener 08282 10 10 11 0 11

12 Skilled Laborer 08063 55 55 55 0 55

12 Landfill Operations Attendant 08013 3 3 3 0 3

11 Communications Operator I 00642 4 4 4 0 4

10 Guard 08611 11 11 11 0 11

9 Greenhouse Worker 08281 1 1 1 0 1

8 Driver Messenger 08003 1 1 1 0 1

7 Office Assistant 00060 1 1 1 0 1


Temporary

22 Horticulture Maint Supvr 08295 4 4 4 0 4

18 Landscape Crewleader 08287 30 30 30 0 30

13 Truck Driver 08031 60 60 60 0 60




PERSONNEL CLASSIFICATION FY 2013 Budgeted P ositions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 205 -

Pay


Class

Code


UNCLASSIFIED - HOURLY

Permanent

136 Refuse Collector 92755 78 78 72 0 72

134 Laborer 92753 310 310 278 0 278


Total Unclassified - Permanent 410 410 372 0 372

Temporary

134 Laborer 92753 160 160 158 0 158

Total Unclassified 570 570 530 0 530

TOTAL POSITIONS 1,192 1,192 1,193 1 1,194

1Position has been transferred

from the Department of Human

Resources.




June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 206 -

The Department of Traffic Engineering


Traffic Engineer

Assistant Traffic Engineer

Traffic Operations Traffic Systems Traffic Safety



- 207 -

DEPARTMENT OVERVIEW

DEPARTMENT: TRAFFIC ENGINEERING (52) FUNCTION: PUBLIC SAFETY Mission Statement: The Traffic Engineering Department designs, constructs and maintains an effective traffic system throughout the City of Birmingham to minimize accidents and ensure safe, efficient movement of vehicles, pedestrians and commodities for the citizens of Birmingham. Department Insights: Traffic Engineering works with other departments, agencies, and committees to provide traffic input on development plans, driveway locations, roadways, etc. The Department recommends intersection and link improvements for vehicular operations to the Public Improvements Committee. This Department also conducts studies in response to citizen complaints concerning traffic problems. The Department maintains the School Safety Program which provides the necessary signs and markings at 90 (both public and private) schools in the City and safe walking route maps at 37 K-5 & K-8 schools. The School Safety Program also assigns adult crossing guards at 31 locations, provides flashers at 19 school crossing locations, and provides portable signs for the schools to use to make streets one-way in the morning and afternoon. Another component of the Traffic Engineering Department is its Paint and Sign Shop. This shop repairs and maintains over 200,000 signs. Each year, the shop maintains approximately 20,000 traffic signs, 850 miles of painted lines and 445,000 square feet of pavement markings. This shop also produces approximately 24,000 traffic signs through hand painting, silk screening or applied decals. The City maintains a computerized traffic control system. Presently, 438 of the City’s 702 traffic lights are controlled by this system. Projects are currently under construction that will bring the total number of signals controlled by the computerized control system to 459. Sixteen other signals comprise two signal systems controlled by personal computers. It is proposed to bring the remaining 243 signalized intersections under computer control in three phases. The Traffic Engineering Maintenance Shop maintains more than 8,000 city-owned street lights and 22,000 street lights under contract with Alabama Power, with two trucks and four personnel.



- 208 -

Parking Enforcement Officers patrol metered areas to provide parking turnover and maximize usage of on-street spaces. Studies are conducted to determine short and long-term parking demands. The Department analyzes accidents to determine the type of improvements necessary to decrease frequency and/or severity of collisions. Traffic Engineering processes contractors’ applications for street usage or blockage during construction and their adherence to limitations in their permits. This department also reviews detours around construction sites, when required. Applications for parades, runs, noise permits and special events are processed as well. Performance Goals:

• Respond to citizens’ complaints/requests within two weeks from initial receipt of call. • Visit each K-5 city school at least once annually to discuss the Traffic Safety Program.

• Inspect each traffic signal semi-annually.

• Inspect each stop sign at least three times per year.

• Replace traffic signal controllers at approximately eight intersections.

• Work with the Alabama Department of Transportation, City Action Partnership and

Five Points South Merchants Association to develop plans for installing closed circuit television (CCTV) cameras in the Downtown/UAB/Five Points areas to facilitate the movement of pedestrians and vehicular traffic.

• Train traffic control technicians to install and maintain traffic monitoring cameras, fiber

optic cable and related equipment.

• Perform and improve preventive maintenance of all 702 signalized intersections annually.

• Respond to all traffic signal trouble calls in a timely manner.

• Complete repairs of damaged loop detectors and reduce the time out of service of any

new loops reported.

• Provide additional communications capabilities between City Hall, Police and Fire Administrations.



- 209 -


• Produce, install, and maintain the necessary traffic control signs, painted lines and pavement markings to insure safe and efficient movement of pedestrians and vehicular traffic.

• Implement a computerized parts inventory for traffic signals, street lights, and traffic

signs and markings.

• Install large overhead street name markers at signalized intersections and replace faded overhead one-way signs. Concentrate on replacing faded name markers installed more than 20 years ago.

• Upgrade all non-170 type traffic signal controllers in the City to type 170 controllers

and provide interconnect medium to bring controllers under centralized control of the Traffic Control Center. (Note: This project is expected to extend to 2015).

• Make Traffic Engineering resources available to other City departments to the extent

possible to enhance delivery of service to citizens.

• Employ Intelligent Transportation Systems (ITS) strategies to the operation of the City’s transportation system.

• Continue the School Safety Program.

• Upgrade traffic signal supports (poles) at signalized intersections as required

maintaining structurally sound, aesthetically pleasing traffic signal displays.

• Continue to coordinate with Alabama Department of Transportation (ALDOT) to install high mast lighting along I-20/59 from 31st Street to the I20/59 Split.

• Install traffic camera monitoring capability at Birmingham Police Tactical

Headquarters.

• Upgrade the remaining 10% of traffic signals to Light Emitting Diode (LED) type.



- 210 -



FY 2015 Goal

Intersection Traffic Counts* 80 8 40

Electronic Meters Installed 208 258 300

Calls for Traffic Signal Trouble 2,594 2603 2800

*Intersection Traffic Counts are by request only. In FY 2013 there was an increase in request due to street resurfacing projects.



- 211 -

Personnel Services


Supplies

Professional

Utilities


Capital Outlay

GRAND TOTAL

Pay


Class

Code

APPOINTED-SALARIED:

694 City Traffic Engineer 95200 1 1 1 0 1

695 Asst. City Traffic Engineer 95201 1 1 1 0 1



30 Chief of Traffic Operations 03378 1 1 1 0 1

26 Traffic Systems Engineer 03394 3 3 3 0 3

26 Traffic Maintenance Supt 03332 1 1 1 0 1

23 Sign Painter 08574 2 2 2 0 2

23 Sr. Traffic Control Technician 03352 2 2 2 0 2

22 Traffic Analyst 03335 2 2 2 0 2

21 Traffic Control Technician 03351 9 9 9 0 9

20 Traffic Maintenance Supervisor 03329 1 1 1 0 1


19 Senior Traffic Planning Tech 03334 2 2 2 0 2

18 Traffic Striping Machine CL 03323 1 1 1 0 1

17 Traffic Striping Machine Oper 03322 1 1 1 0 1

$9,651,712.65 $10,901,488.15 $10,426,505.00



Budgeted Positions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

26,655.61 8,192.40 4,221.00

33,175.00 12,497.50 0.00

5,205,700.73 6,279,729.32 5,462,930.00

Rental Expenses 4,778.13 3,990.41 3,870.00

11,183.10 8,807.01 11,192.00

299,912.52 207,804.98 302,888.00

$3,711,543.85 $3,971,082.36 $4,304,315.00

358,763.71 409,384.17 337,089.00

DEPARTMENT: TRAFFIC ENGINEERING (52)






- 212 -

Pay


Class

Code

16 Parking Enforcement Supv 06425 1 1 1 0 1

16 Traffic Count Technician 03343 1 1 1 0 1

16 Traffic Planning Technician 03333 3 3 3 0 3

15 Meter Technician 08133 2 2 2 0 2

15 Traffic Signs/Markings Supv 03327 5 5 5 0 5

14 Sr. Prking Enforcement Officer 06423 1 1 1 0 1

13 Traffic Signal Worker 03347 6 6 6 0 6


12 Parking Enforcement Officer 06421 6 6 6 2 8

12 Traffic Maintenance Worker 03325 10 10 10 0 10

11 Street Lighting Inspector 05414 1 1 1 0 1



Permanent

134 Laborer 92753 2 2 2 0 2


Hourly 2 2 2 0 2


DEPARTMENT: TRAFFIC ENGINEERING (52)



Budgeted Positions

June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014

CU

LTUR

E AND

REC

REATIO

N

Oxmoor Recreation Center held it’s ribbon cutting ceremony on Wednesday, November 30, 2013. It is located at 1992 Wenonah-Oxmoor Road, Birmingham, AL 35211. Programs and activities offered are: chair exercise, yoga, bridge club, line dance, Zumba Gold (inclusive to Senior Citizens), physical fitness boot camp, aerobics and MORE!

CULTURE AND RECREATION



- 213 -

0 2 4 6 8 10 12 14 16 18 20

Library

Parks & Recreation

Museum of Art

CrossPlex at Fair Park

Boutwell Auditorium


Arlington

Sloss Furnaces

$15.0

$12.0

$3.2

$3.0

$1.2

$0.7

$0.5

$0.5

In $ Millions

APPROPRIATIONS BY DEPARTMENT

Culture & Recreation $36 Million

9%

CULTURE & RECREATION APPROPRIATIONS FISCAL YEAR 2015

Total General Fund Budget $390 Million

PERCENT OF TOTAL APPROPRIATIONS



- 214 -

0 50 100 150 200 250 300 350

Library

Parks & Recreation

Museum of Art

Auditorium

Crossplex at Fair Park

Sloss Furnaces

Arlington


303

299

40

29

23

11

10

10

Number of Positions

POSITIONS BY DEPARTMENT


720 Positions15.5%

CULTURE & RECREATION POSITIONSFISCAL YEAR 2014

Total Number of General Fund Positions


Culture & Recreation 725 Positions

16%

CULTURE & RECREATION POSITIONS FISCAL YEAR 2015


Total Number of General Fund Positions 4,688



- 215 -

The Boutwell Municipal Auditorium


Director

Maintenance Administration Concessions



- 216 -

DEPARTMENT OVERVIEW

DEPARTMENT: BOUTWELL AUDITORIUM (01) FUNCTION: CULTURE AND RECREATION Mission Statement: Boutwell Municipal Auditorium brings a diverse array of cultural and entertaining events to the Birmingham area. The mission of the Auditorium staff is to stage events efficiently, effectively, and courteously with emphasis on quality service to our patrons at a minimum subsidy by taxpayers. Department Insights: Boutwell Municipal Auditorium is a public use facility constructed over sixty-five years ago when Birmingham leaders built one of the most modern meeting facilities in the South. The facility has hosted everything from Broadway plays to small conventions, as well as gospel, rhythm and blues and rock concerts. The Auditorium has brought the City economic benefits based on fees and concession revenue. The Main Arena supports a maximum reserved seating capacity of 5,000 and festival seating can accommodate up to 6,000. The Exhibition Hall seats up to 700 for banquets and as many as 900 theater styles. Performance Goals:

To market this venue to attract profitable events which will benefit the city socially, culturally and economically.

To continue a good working relationship with the surrounding venues in order to

accommodate large conventions and meetings which benefit the community in many ways.

Boutwell management plans to increase the number of scheduled events by

implementing new marketing and advertising strategies. We also anticipate an increase in concession sells with the use of wireless bank card machines. The greater attention to the concession operations will continue the trend towards this departments’ financial independence.



- 217 -


Increase involvement with civic organizations and events.

Devise a more innovative promotional campaign.

Maintain communication with area venues and convention bureaus.

Encourage the referral process. Provide incentives for Monday through Wednesday bookings.

Provide basic promotional assistance to promoters/lessees.



FY 2015 Goal

Events 272 251 276 Revenue $367,482 $190,456 $254,470



- 218 -

Personnel Services Repairs & Maintenance Supplies Professional Utilities Rental Expenses General & Administrative

GRAND TOTAL


Class Code

CLASSIFIED - SALARIED:32 Director of Boutwell Auditorium 04458 1 1 1 0 121 Bldg Maint Superintendent 08647 1 1 1 0 118 Stage Manager 04425 1 1 1 0 117 Maintenance Repair Worker 08633 1 1 1 0 116 Concession Supervisor 09086 1 1 1 0 116 Administrative Assistant 00066 1 1 1 0 115 Event Setup Supervisor 04410 1 1 1 0 113 Administrative Clerk 00050 2 2 2 0 2


UNCLASSIFIED - HOURLYPermanent

10 Laborer 92753 7 7 7 0 7


DEPARTMENT: AUDITORIUM (01)FUNCTION: CULTURE AND RECREATION



$840,643.26 $894,066.10 $883,211.0010,499.46 11,888.77 10,928.0026,232.30 18,029.12 27,168.006,062.67 4,010.01 6,063.00

272,317.30 230,893.32 272,585.002,199.33 2,413.99 2,198.005,291.08 13,296.73 13,204.00

$1,163,245.40 $1,174,598.04 $1,215,357.00



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 219 -


Class Code

Temporary-Part-Time134 Laborer 92753 2 2 2 0 2133 Building Service Worker 92751 2 2 2 0 2207 Concession Helper 92757 9 9 9 0 9




DEPARTMENT: AUDITORIUM (01)FUNCTION: CULTURE AND RECREATION


June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 220 -

CROSSPLEX AT FAIR PARK


Director

Crossplex Administration Maintenance Arena



- 221 -

DEPARTMENT OVERVIEW

DEPARTMENT: CROSSPLEX AT FAIR PARK (02) FUNCTION: CULTURE AND RECREATION MISSION STATEMENT: The Birmingham CrossPlex is a multi-purpose facility nestled inside a beautiful canvas of brick and glass. The facility is designed to evoke and capture the unique spirit of athleticism from within. The CrossPlex provides a highly competitive environment for athletes driven by individual and team play while enhancing their abilities and talents through swimming, track, volleyball and beyond. It is the mission of the Birmingham CrossPlex to provide a unique venue for athletes to reach their full athletic potential while enjoying this state of the art edifice. DEPARTMENT INSIGHTS: It is the goal of the CrossPlex to be recognized as one of the leading sports venues with a highly skilled and motivated work force which utilize advanced techniques and concepts to develop a service module like no other facility in the country to include:

Track and Field – The indoor 200 meter hydraulically banked Mondotrack SX is only one of eight in the world. The state of the art six lane oval track takes just ten minutes to raise or lower for banked turns. All track and field components meet IAAF, NCAA, and NFHS standards. There are eight 60 meter lanes (for dashes and hurdles) located within the infield area of the track with dual horizontal runways for pole vault, long jump and triple jump. Additionally, dual high jump approaches can be configured along with dual throwing sectors for shot-put located outside the oval next to the implement/weigh in station.

Dedicated Warm-Up Room – Houses four – 60 meter lanes. The warm up area has

run out and stretching room.

Locker Room and Trainer Room – There are two designated locker rooms for teams. Ice machines are available in trainer’s room along with six trainer tables.

Media and Operations Work Area – The press box is designated to accommodate TV, print and electronic media representatives. There are individual work stations allowing for up to 18 people with individual wireless, Ethernet plug-in, TV monitors, speakers, copy machine and file bin for dispersing results.

Broadcast Box – There is open seating area dedicated to broadcast activities and to conduct live interviews. The box is capable of holding up to four announcers and camera equipment with rear wall space for signage as needed.



- 222 -

VIP Suites – There are seven suites (one double suite) overlooking the track with hospitality capabilities and private outside seating. Each box has 22 outdoor stadium seats and suite style seating inside. Each box is equipped with flat screen TV’s, refrigerator, sink and storage cabinets.

Natatorium – Designed by Counsilman/Hunsaker, the pool has ten-50 meter lanes, ten

25 meter lanes and twenty 25 meter lanes. The pool area has the ability to hold 1,100 spectators in the stands and 200 athletes/coaches on the deck. There are two 1 meter and two 3 meter springboards mounted on concrete pedestals for diving competition.

Volleyball – The indoor track and field venue can be converted into nine volleyball courts with dedicated rollout flooring covering court space. The flooring is a Mondo Sport II surface that will be laid on top of the track surface. Volleyball curtains will be used to separate the courts during events.

PERFORMANCE GOALS:

Set and develop new standards for indoor athletics, training programs and physical education.

Develop and host quality track and field, volleyball, and swim meets at the highest

level of competitive sportsmanship while incorporating multi-media outlets.

Develop community outreach programs with a broad range of activities designed around improving quality of life skills to include; character building, education, discipline, team sports activities and nutrition.

Expand existing campus to include venues for entertainment, training, housing and shopping.

Continue to receive national recognition as a world-class sports competition facility.

Receive national and international certification for facility standards. SELECTED OBJECTIVES:

Publish facility guide to distribute to event hosts for track and field, swimming and volleyball events.

Schedule calendar year 2015 with over 30 weekends of booked sporting events.

Securing at least 20 weekends with long-term agreements.

Hosts community events in the meeting room. Events to include community service initiatives for the Police, Fire and Human Resources Departments.



- 223 -

Continue to sell sponsorship throughout the Birmingham CrossPlex as well as VIP Suites to take advantage of all potential revenue that can be generated from the Facility.

Continue to host NCAA sporting events. Currently, the Birmingham CrossPlex has NCAA events schedule for Division II and Division III in FY 2015.

Managers will attend community meetings within the district of the CrossPlex to make citizens aware of events, programs and activities.

Initiate a public/private partnership to develop the CrossPlex into a comprehensive campus with an effort to revitalize the Five Points Community.

Develop a more comprehensive marketing strategy to increase public awareness of availability, increase revenue, and reduce nonessential expenditure of funds.

Revive the once thriving Flea Market at Bill Harris Arena by utilizing marketing efforts and incorporating new strategies to engage citizen interest and participation.

Serve as host to several social, civic and community meetings and events to include neighborhood meetings as well as business luncheons and breakfasts.


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Bill Harris Arena & Shields Conference

Number of Events 91 94 100

Annual Revenue $115,261 $85,456.61* $95,000

Track and Field


Annual Revenue $387,164 $352,842 $370,485



- 224 -


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Aquatics


Annual Revenue $72,120 $95,920 $90,000

Volleyball


Annual Revenue $23,787 $35,300 $35,300

Multipurpose Meeting Room


Annual Revenue $20,008 $9,300* $25,000



- 225 -

Personnel Services Repairs & Maintenance Supplies Professional Utilities Rental Expenses General & Administrative

GRAND TOTAL


Class Code

CLASSIFIED - SALARIED:31 Chief Administrative Analyst 02089 1 1 1 0 130 Business Officer 01033 1 1 1 0 124 Senior Admin Analyst 02082 1 1 1 0 123 P.C. Network Technician 02550 0 0 0 1 122 Chief of Security 06555 1 1 1 -1 019 Administrative Supervisor 00068 1 1 1 0 118 Sr. Swimming Pool Supv 04136 1 1 1 0 113 Administrative Clerk 00050 2 2 2 0 212 Swimming Pool Supv 04134 1 1 1 0 112 Recreation Leader 04162 1 1 1 0 110 Guard 08611 6 6 6 0 67 Life Guard 04132 3 3 3 0 3

Total Classified 19 19 19 0 19

UCLASSIFIED - HOURLY134 Laborer 92753 1 1 1 0 1

Total Permanent Part-Time 1 1 1 0 1

DEPARTMENT: THE CROSSPLEX AT FAIR PARK (02)FUNCTION: CULTURE AND RECREATION



$1,625,529.56 $1,839,730.13 $1,584,273.0049,601.40 31,266.17 49,608.00

126,749.82 34,029.52 109,313.00119,992.46 52,837.14 110,425.00711,177.91 919,408.67 802,518.0059,582.79 15,429.48 33,766.0074,855.19 96,596.79 89,481.00

$2,767,489.13 $2,989,297.90 $2,779,384.00



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 226 -


Class Code

Permanent Part-Time7 Life Guard 04132 3 3 3 0 3

Total Permanent Part-Time 3 3 3 0 3


DEPARTMENT: THE CROSSPLEX AT FAIR PARK (02)FUNCTION: CULTURE AND RECREATION


June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 227 -

The Arlington Historic House


Board of Trustees

Director

Catering Services Administration



- 228 -

DEPARTMENT OVERVIEW

DEPARTMENT: ARLINGTON HISTORIC HOUSE (74) FUNCTION: CULTURE AND RECREATION Mission Statement: Arlington collects and preserves antebellum period furnishings which are exhibited to the general public in Elyton’s circa 1850s Greek revival structure. Arlington presents the antebellum period history of the Elyton area to the general public. Arlington’s beautifully landscaped grounds and tastefully decorated dining area provide the public with a rental facility in which to host special events. Department Insights: Arlington, a Greek Revival house, was built circa 1845 in a section of Birmingham now known as Elyton. Renovation of the house is ongoing with the City of Birmingham and the Arlington Historical Association jointly funding the most recent renovations. Arlington has a noted collection of furniture, textiles and silver. The historic house where Union troops planned the burning of the University of Alabama in 1865 is now the setting for outdoor concerts; a meeting place for civic organizations, and offers a tea room which has delicate offerings for the most discriminating palate. The history of antebellum Jefferson County can be experienced, and even tasted, during a visit at Arlington. Arlington is proud to host food service events annually. These events include annual fund raisers, weddings, receptions, luncheons, dinners, and garden parties. Arlington welcomes over 4,000 walk-in visitors annually. The gift shop is noted for its unique gift selections. The city’s general fund benefits by revenues generated through admissions, the food service operation and gift shop sales. Selected Objectives: Operational:

To revitalize existing structures to accommodate the function and needs of public activities.

To increase quality of food service and increase the volume of activities on the site.

Educational:

To continue to recruit and train volunteers to enable proper interpretation of the house and the collections.



- 229 -

To increase the volumes of grade school tours. To encourage greater numbers of adult tours by groups utilizing the food service

offerings. To maintain and increase Arlington’s profile in the Birmingham community with

outreach programs offered to the docent program. Curatorial:

To maintain and increase interpretational research on the site. To increase research on existing collections. To seek and research new acquisitions. To catalogue the collection on computer.

Public Relations:

To actively pursue more publicity for food service division. To actively request donations to collections. To increase number of grant requests. To invite maximum media participation in all activities. To utilize all sources for acquiring gifts and donations from patron and public sources.



FY 2015 Goal

Brunch 10 10 10

Dinners 20 20 25

Luncheons 70 83 90

Board Luncheon Meetings 6 6 6



- 230 -



FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Weddings and Receptions 6 8 15

Candlelight Tours 1 1 1

Special Events 8 7 8

Thursday Lunch 14 20 20

Tours 28 30 35

Total Events 153 185 215

Attendance 4,415 5,500 6,500



- 231 -

Personnel ServicesRepairs & MaintenanceSuppliesProfessionalUtilities


GRAND TOTAL


Class Code


27 Antebellum Home Director 04347 1 1 1 0 114 Food Service Specialist 09040 1 1 1 0 113 Administrative Clerk 00050 2 2 2 0 210 Cook 09035 1 1 1 0 110 Guard 08611 4 4 4 0 4


Permanent Part-time133 Building Service Worker 92751 1 1 1 0 1



DEPARTMENT: ARLINGTON (74)FUNCTION: CULTURE AND RECREATION



$374,716.58 $419,317.19 $439,416.006,670.30 1,366.89 1,140.00

37,764.78 37,151.70 34,074.0023,281.28 24,787.45 23,341.0047,696.58 61,944.80 48,323.00

Rental Expense 435.49 475.08 828.003,443.25 2,888.15 2,854.00

$494,008.26 $547,931.26 $549,976.00



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 232 -

The Birmingham Public Library


Library Board

Library Director Administration Personnel and Employee Development

Business Manager Public Relations Grant Writing

Western Region

Literacy/Outreach Services

Five Points West

*Reference & Adult *Circulation *Youth

Powderly West End Wylam Smithfield

Northern Region

North Birmingham

* Reference & Adult *Circulation *Youth East Ensley Ensley Pratt City

Eastern Region

Springville Road *Reference & Adult *Circulation *Youth

Inglenook Woodlawn East Lake

Southern Region

Avondale *Reference & Adult *Circulation *Youth

Eastwood North Avondale Southside Titusville

Central Library

Art/Literature/Sports Archives Business/Science/Technology Circulation/Info Fiction Gov. Documents Social Sciences Southern History Youth

Building Operations

Building Maintenance Facilities Management

Security

Information Technology

Data Support

Computer Training LAN/WAN Operation

Collection Management

Acquisitions

Catalog Collection Development

Web & Digital Collection

Associate Director

Public Services

(Branches and Central)

System Wide Support Services



- 233 -

DEPARTMENT OVERVIEW DEPARTMENT: LIBRARY (77) FUNCTION: CULTURE AND RECREATION Mission Statement: “The mission of the BPL system is to provide the highest quality library service to the community for lifelong learning, cultural enrichment, and enjoyment.” Department Insights: The Birmingham Public Library had significant successes as we joined the rest of our city in celebrating 50 Years Forward, the commemoration of the world changing events that took place in Birmingham in 1963. We had many special events and programs but two stand out among the rest: Read It Forward: The Watsons Come to Birmingham and the Worldwide Celebration of Dr. Martin Luther King, Jr.’s Letter From the Birmingham Jail. Both of these programs were successful in every way. In fact we did our Read It Forward in April and again in September as part of Empowerment activities surrounding the commemoration of the bombing of 16th Street Baptist Church. The Worldwide Reading program was truly international with hundreds of people all over the world reading Dr. King’s Letter out loud in a public setting. Pictures and other information about this project are available on the library’s Pinterest page at http://www.pinterest.com/bplonline/letter-from-birmingham-jail-a-worldwide-celebratio/. While protecting the library’s fundamental services—books, magazines, DVDs, and other resources— BPL began a multi-year project to renovate the Central Library’s East Building and Linn Henley Research Library. A conceptual design completed in 2010 illustrates great possibilities for re-envisioned spaces, upgraded systems, and more accessible facilities that reflect how city residents use their public library in the 21st century. The renovation will provide more spaces for programming, dedicated areas for children and teens, and larger storage and reading areas for special collections. The library staff, board of trustees, foundation, and Friends group are working with architects, city leaders, and citizens to play a transformation of the BPL Central Library. Behind these strategic initiatives are BPL’s governing and support boards: a governing Board of Trustees; the Friends of BPL that work on advocacy and volunteerism; BPL’s Foundation Board which is the library’s philanthropic arm; and a brand new BPL Young Professionals group that brings the talent of 40 of Birmingham’s emerging leaders to the library. With each of these boards focusing on different aspects of BPL’s programs and services, the library becomes a stronger organization that touches each part of the city and county. All of these ambitious and visible initiatives mean very little without the programs and services that are implemented in our 19 locations every day: computer classes, lectures and



- 234 -

storytelling, free Wi-Fi, after school activities, reading initiatives, special performances, and the hundreds of programs listed in the appendices in this report The work of our 303 staff members is our greatest resource, resulting in the creative programming that serves individuals of all ages in the neighborhoods where they live and work. Whether through large initiatives or daily programming, BPL’s work is transformative on an individual and community level. Performance Goals: Patron Services and Programming

BPL will provide excellent mission-driven services and programming that have the greatest positive impact on individual patrons and the community in general.

External Relations

BPL will be recognized as an active, valuable contributor to the quality of life in the city and region and be a sought after partner in community and economic development initiatives.

Internal Resources

BPL will have the right people and materials available at the right place and time to meet the needs of patrons.

Funding

BPL will have in place a comprehensive funding plan including an active and successful fundraising program.

Marketing

People throughout the city and the region will know what the Birmingham Public Library does, what we stand for and how we contribute to the community.

Board Development

The BPL Board will have in place the tools, resources and skill sets necessary to allow the Board to operate at its highest and best level in support of the library mission.


Patron Services & Programming Have a procedure in place for developing and coordinating programming system wide. Implement a systematic process for evaluating programming outcomes and impact

and support of mission and vision.



- 235 -

Ensure efficient patron service delivery that supports equity of access and customer orientation.

Increase use of library computers by streamlining procedures and service for users.

Create opportunities for community building through the library system.

Develop opportunities for engaging targeted new audiences through programming and services.

External Relations An active BPL Friends organization enhances the visibility of the library in the

community.

An active BPL Foundation successfully enhances the financial security of the library.

Governmental officials are engaged with and understand the impact and needs of BPL.

Local and regional business communities are active supporters and partners of BPL.

BPL has mutually beneficial partnerships with school systems, cultural organizations

and community groups.

BPL’s vision for its future is integrated with and supportive of city and regional development.

Internal Resources Facilities are well maintained, attractive, and provide sufficient space for their use.

Staff are well qualified, appropriately trained and highly motivated.

Provides access to technology sufficient to reasonably meet public demand.

Branches are safe and secure.

Provide efficient, equitable access to library holdings.

Provide sufficient materials and have it available for the public.

Leadership, staff and constituents have a shared vision for the library’s future.



- 236 -

Funding Sufficient funding to support operational and capital needs.

Maximizes use of appropriate strategies for earned revenue.

Advocates effectively for its financial needs.

Successful at obtaining grant funding.

Marketing Have a marketing department in place.

Have an operational, system-wide marketing and communications program.

Have a consistent image in the community.

Communicates the vision in a compelling and effective way.

Board Development The BPL Board has members with diverse skills, experiences and talents.

Board members are well informed about their roles and responsibilities and

expectations for their service.

Board members are effective advocates for BPL and actively support BPL fundraising efforts.

The Board is active in succession planning.


Actual FY2014 Actual*

FY 2015 Goal

Visitors to the Libraries 2,218,819 2,030,870 2,300,000

Checkout of Library Materials 1,111,486 970,056 1,300,000

Number of cardholders (inactive purged annually) 166,061 166,866 175,000

Users of Public Computers 584,688 456,558 500,000



- 237 -

Performance Measurements cont’d: FY 2013

Actual FY2014 Actual*

FY 2015 Goal


Items in the Library’s Collections (Excluding Archives)

659,726

663,024

800,000

In Library use of Library Books, Magazines, etc. 678,704 1,628,889 1,700,000

Summer Reading Club Registrants 7,743 7,140 8,000

Programs Presented in Library 2,837 2,406 2,900 *The final numbers for the last month of Fiscal Year 2014 have not been counted. During Fiscal Year 2014, the Central Library and several branch locations were closed due to HVAC issues—Pratt City and Inglenook did not re-open to the public until the latter half of the year—Pratt City in February and Inglenook in May. More locations took advantage of our automated scanning system for recording in-library use of materials—this explains why this number is much higher this year than in previous years. The 2013 civil rights commemoration added substantially to the number of items used in house.



- 238 -

Personnel ServicesRepairs & MaintenanceSuppliesProfessionalUtilitiesCommunicationsRental ExpensesGeneral & AdministrativeContributions to Bds & AgenciesCapital Outlay

GRAND TOTAL


Class Code

UNCLASSIFIED-SALARIED:37 Library Director 90405 1 1 1 0 132 Associate Director 90403 1 1 1 0 129 IMS Administrator 90301 1 1 1 0 128 Webmaster 90111 1 1 1 0 128 Librarian III 90117 4 4 4 0 428 Network Systems Admin. 90126 4 4 4 0 425 Librarian II 90115 27 27 35 0 3525 Business Manager 90118 1 1 1 0 124 Personnel Analyst 90116 1 1 1 0 124 Education Training Coordinator 90124 1 1 0 0 024 Buildings Superintendent 90213 1 1 1 0 122 Librarian I 90113 25 25 19 0 1922 PC Network Technician 90123 2 2 2 0 219 Graphic Artist 90112 1 1 1 0 118 Library Assistant III 90102 1 1 1 0 118 Asst. Building Supervisor 90211 1 1 1 0 1

DEPARTMENT: LIBRARY (77)FUNCTION: CULTURE AND RECREATION



$11,816,967.80 $12,206,779.17 $12,617,118.0051,429.31 61,783.12 60,567.00

814,128.81 823,964.78 824,070.00413,629.71 392,651.80 418,659.00909,958.14 831,455.50 672,215.00161,510.95 162,858.54 161,513.0096,511.56 96,219.61 97,436.0030,992.74 31,477.30 30,989.0011,922.85 11,967.75 11,972.00

0.00 0.00 18,521.00

$14,307,051.87 $14,619,157.57 $14,913,060.00



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 239 -


Class Code

17 Maintenance Repair Worker 90216 3 3 3 0 316 Library Assistant III 90102 57 57 56 0 5616 Administrative Assistant III 90008 1 1 1 0 116 Accounting Assistant II 90004 7 7 7 0 715 Senior Security Officer 90217 2 2 2 0 213 Administrative Clerk 90007 2 2 2 0 211 Library Courier 90203 3 3 3 0 310 Security Officer 90218 3 3 3 0 310 Library Assistant II 90105 9 9 10 0 10

Total Unclassified-Salaried 160 160 161 0 161

UNCLASSIFIED-HOURLY:Permanent (Full-time)


Total Permanent (Full-time) 10 10 10 0 10

Permanent (Part-time)22 Librarian I 90113 1 1 1 0 116 Library Assistant III 90102 35 35 35 0 3510 Security Officer 98611 18 18 18 0 1810 Librarian Assistant II 90105 22 22 22 0 229 Building Service Worker 92751 13 13 13 0 137 Librarian Assistant I 90103 41 41 41 0 41

Total Permanent (Part-time) 130 130 130 0 130

Temporary (Part-time)16 Librarian Assistant III 90102 2 2 2 0 2

Total Temporary (Part-time) 2 2 2 0 2



June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 240 -


Class Code

Total Unclassified-Hourly 142 142 142 0 142




June 30, 2013


July 1, 2013


June 30, 2014



July 1, 2014



- 241 -

The Birmingham Museum of Art


Board of Trustees

Museum Director

Administrative Services Custodial Security Maintenance Curatorial



- 242 -

DEPARTMENT OVERVIEW DEPARTMENT: MUSEUM OF ART (80) FUNCTION: CULTURE AND RECREATION Mission Statement: The mission of the Birmingham Museum of Art (BMA) is to provide an unparalleled cultural and educational experience to a diverse community by collecting, presenting, interpreting and preserving works of art of the highest quality. Department Insights: The Birmingham Museum of Art has a superb collection of over 27,000 works of art dating from ancient to modern times. It is the largest municipal museum in the Southeast. The collection includes paintings, sculptures, decorative arts, photographs, drawings and textiles representing American, Asian, European, African, Pre-Columbian and Native American cultures. The BMA provides free gallery talks, lectures and musical performances for adults, and new film programs featuring recent foreign and domestic films. The BMA also features a sculpture garden, a tri-level 30,000 square feet outdoor facility. There is no admission fee to the Museum. The BMA Board is elected by the City Council and raises funds from private sources for acquisitions, capital needs, and for operating expenses. Currently, approximately 50 percent of BMA’s operating programs and capital expenses are funded with private sector contributions. Recent major commitments include grants for collection reinstallation and exhibition sponsorship. In 2014, the BMA’s will have a heightened focus on protecting and preserving its art collection, along with deepening community engagement by offering exhibitions and programing of the highest quality and content. February 22, 2014 – May 18, 2014 Delacroix and the Matter of Finish The Birmingham Museum of Art is proud to host the first Eugène Delacroix (1798–1863) exhibition in the United States in more than a decade. Delacroix and the Matter of Finish arrives in February and features the dramatic work of the leader of the French Romantic Movement, who was often heralded as “the father of impressionism.” Comprised of 25 paintings and 18 works on paper, the exhibition will highlight Delacroix’s unparalleled coloristic surface effects, his famously troubled collaboration with his studio assistants, and his preoccupation with the fate of civilizations. Filled with high drama, a fiery color palette, and expressive brushstrokes, Delacroix’s style set the precedent for later artists like Renoir, Seurat, and Cézanne. The BMA is one of only two venues to host Delacroix and the Matter of



- 243 -

Finish, which represents works of collections from around the world, including Paris, Switzerland, Madrid, and New York. April 26, 2014 African Gallery Reinstallation After nearly two years of renovations, the Museum’s African Gallery has been redesigned into a beautiful new space. The renovated gallery features many changes in the presentation of the collection, which is now organized geographically, grouping works from the same regions. Large maps, located throughout the gallery, will assist visitors in easily locating the origin of a particular work. To enhance the learning experience, the Museum’s mobile application will provide added content, and labels will explore themes and symbolism in African art, reflecting the voices of numerous scholars, writers, musicians, and community members. The space is also be equipped with a large flat screen, designed to enhance the gallery experience by featuring supplemental media, such as documentary footage of art in production and contemporary art composed digitally. In addition to selections from the Museum’s collection and new acquisitions, the gallery features several works on loan from regional private collections, including East African beadwork and body adornment, Moroccan jewelry, beaded garments, and Ethiopian liturgical objects, among other pieces. June 5, 2014 – January 4, 2015 Hester Bateman: Setting the Table for Female Enterprise When the widowed Hester Bateman took over her husband’s silver workshop in 1761, she faced the staggering challenge of running a physically and creatively demanding business at a time when domestic service was the only female-friendly industry. Fortunately, Hester was up for the challenge and proved to be a skilled craftswoman, savvy businesswoman, and an industrial matriarch who led a son, daughter-in-law, and grandson into the family profession. Hester Bateman: Setting the Table for Female Enterprise will include examples of fifty beautiful silver works wrought by Hester and her descendants over a span of fifty years. From a delicately detailed medicine dispenser or an intricately wrought sugar basket to a stately imposing urn, the exhibit showcases the stunning functional objects that the Batemans crafted for upper class society in the buttoned-up era of Jane Austen. The polished tableware that once signaled elegant refinement takes on a new luster when viewed as the product of Hester’s tenacious pioneering in female enterprise. This exhibition tells the remarkable story of everyone’s soon-to-be favorite 18th-century silversmith. June 28, 2014 – September 21, 2014 Lethal Beauty The samurai are universally recognized warriors. Tales of their heroics have fascinated people since the 12th century. Bushido (The Way of the Samurai) is the code of chivalry by



- 244 -

which they lived, and encompasses not only mastery of the martial arts, but also the ideals of morality, bravery, compassion, respect, honor, glory, and loyalty. The sword was the soul of the samurai, and they lavished great attention on their weapons and armor, creating stunning works of lethal beauty. This summer the Museum will host the renowned collection of samurai weapons and armor from the Clark Center for Japanese Art and Culture. Come join us as we explore the samurai warrior class who served Japan through periods of intense warfare, as well as periods of peace and cultural brilliance. October 25, 2014 – Sept 2015 So Close To Heaven So Close to Heaven: Sacred Sculpture of Asia from the Collection of June “Jimmy” deH and Henry H. Weldon includes pieces that date from the fifth to the twentieth centuries and come from Tibet, Nepal, China, India, and Thailand. The sculptures show the commonality of many images and beliefs among Buddhism, Hinduism, and Jainism. Made of gilt bronze and copper, brass, lacquer, and semi-precious stones, the exquisite detail of the pieces shows the devotion and loving care with which each work was crafted. January 31, 2015 – April 26, 2015 Small Treasures Small Treasures: Rembrandt, Vermeer, Hals, and Their Contemporaries is the first exhibition to explore this little-known field of small-format 17th-century paintings from the Dutch and Flemish Golden Age. Organized by the North Carolina Museum of Art, the exhibition brings together 40 small-scale oil paintings, most of which are no more than ten inches in height, by 28 artists who lived and worked in what is today the Netherlands and Belgium during the 17th century. Drawn from public and private collections throughout the United States, Small Treasures features the small –scale work of the greatest masters of Dutch and Flemish art including Anthony van Dyck, Adriaen Brouwer, David Teniers, Frans Hals, Rembrandt, Vermeer, Jan Steen, Gerard Terborch, Gerrit Dou, and Frans van Mieris. April 18, 2015 – August 29, 2015 or September 5, 2014 David Puxley/Wedgewood Studio Wedgwood's first studio potter in residence, David Puxley, created ceramics for the company from 1964-1968. The Birmingham Museum of Art owns the largest collection of his work in the world, and will display 40 pieces in the exhibition.



- 245 -

June 14, 2015 – September 6, 2015 Hale Woodruff In 1938 Atlanta-based artist Hale Woodruff was commissioned to paint a series of murals for Talladega College, Alabama, one of the first colleges established for blacks in the United States. Installed in the institution's newly constructed Savery Library, the six murals portray noteworthy events in the rise of blacks from slavery to freedom. Though he painted the murals for a local audience of students and faculty, Woodruff intended their impact to reach beyond Talladega's campus. They attracted national attention. Today the murals remain symbols of the centuries-long struggle for civil rights. July 11, 2015 – October 25, 2015 Black Like Who? Drawing on the Museum’s collection and select loans from local private collectors, Black Like Who? explores depictions of the black race in American Art from the early 19th century to the present day. Comprising work by both white and black artists, the exhibition will examine a variety of historical and contemporary works, and discuss how they evince both the motives and beliefs of the artists, as well as the racial attitudes of their time. Black Like Who? will also look closely at the myriad ways in which contemporary artists have responded to the legacy of racial imagery with irony, by incorporating stereotypes and caricature in their own work.

Performance Goals:

Membership increase by 500 households. Increase annual visitation of 157,000. Increase operating endowment to $13 million.


Engage a broad cross section of the entire 12 county immediate area for membership and financial support.

Continue to grow operating fund with campaign instituted last year.

Increase the total number of grants by 15.



- 246 -



FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Number of Visitors 142,000 120,000 135,000

Public Programs Attendance 68,000 65,500 68,000

Household Memberships 4,800 4,100 4,600



- 247 -

Personnel ServicesRepairs & MaintenanceSuppliesProfessionalUtilitiesGeneral & Administrative

GRAND TOTAL


Class Code

CLASSIFIED-SALARIED:30 Facilities Manager 08696 0 0 1 0 128 Sr. Museum Curator 04389 1 1 2 0 226 Museum Curator 04387 4 4 3 0 326 Director of Museum Security 06554 1 1 1 0 124 Museum Conservator 04386 0 0 0 1 123 Museum Registrar 04384 1 1 1 0 123 Sr. Accountant 01025 1 1 1 0 121 Building Maintenance Supt. 08647 1 1 0 0 021 Exhibit Designer 04327 1 1 1 0 118 Sr. Maintenance Repair Worker 08635 1 1 0 0 017 Maintenance Repair Worker 08633 1 1 1 0 115 Senior Security Officer 06553 1 1 0 0 012 Security Officer 06551 14 14 15 1 1610 Guard 08611 8 8 8 0 8


$3,164,014.11 $3,143,929.52 $3,284,056.00


PERSONNEL CLASSIFICATION FY 2 0 13 Budge te d Positions

June 3 0 , 2 0 13

FY 2 0 14 Budge te d Positions

July 1, 2 0 13


June 3 0 , 2 0 14

FY 2 0 15 Counc il

Adopte d Cha nge s


July 1, 2 0 14

853,403.58 807,505.93 853,405.00166,331.04 249,159.85 225,656.00

14,830.91 6,566.35 14,835.0015,391.04 2,259.58 15,391.00

$2,073,001.90 $2,058,292.25 $2,133,704.0041,055.64 20,145.56 41,065.00

DEPARTMENT: MUSEUM OF ART (80)FUNCTION: CULTURE AND RECREATION





- 248 -


Class Code



Total Permanent Unclassified-Hourly 4 4 4 0 4


DEPARTMENT: MUSEUM OF ART (80)FUNCTION: CULTURE AND RECREATION


June 3 0 , 2 0 13


July 1, 2 0 13


June 3 0 , 2 0 14

FY 2 0 15 Counc il

Adopte d Cha nge s


July 1, 2 0 14



- 249 -

DEPARTMENT OVERVIEW

The Department of Parks and Recreation


Park & Recreation

Board

Director

Administrative Services Administration

Special Services

Security

Golf Courses

Legion Field

Botanical Gardens

Garden Center

Greenhouse & Grounds

Security

Recreation

Recreation Centers

Athletic Programs

Special Rec.

Programs

Softball

Swimming Pools



- 250 -

DEPARTMENT: PARKS AND RECREATION (83) FUNCTION: CULTURE AND RECREATION Mission Statement: It is the mission of the Park and Recreation Board to provide all citizens an enjoyable quality of life leisure experience. We continually strive to operate well-maintained recreation facilities; coordinate and ensure the proper maintenance of outdoor park properties, and develop new state-of-the art leisure facilities. It is our aim to offer quality leisure service programs and open park space reflective of the changing community in a clean, courteous, efficient and safe environment. Department Insights: The Department of Parks and Recreation continues to strive to meet the needs of people of all ages and types through existing recreation/education programs and facilities. As we continue to maintain existing facilities, there is also a need to meet the annexed and changing complexity of the community by developing state-of-the-art facilities and making them available and accessible to all of our citizens. The Park and Recreation Board is the City’s agency responsible for the operation of all City Parks. A five member Board is appointed by the City Council. The Board holds 124+ pieces of property, encompassing more than 2,000 acres. A major piece of property is the historically significant Legion Field Stadium, which celebrated its 85th Anniversary during the fall of 2012. With the elimination of some 8,656 upper deck seats during 2005 and 1,594 during 2011, the seating capacity is now at around 70,500. Legion Field served as host for the preliminary rounds, including quarter finals, of the 1996 Olympic Games Soccer event. The games were a marvelous success, with over 300,000 fans attending. The Magic City Classic, a long standing contest for bragging rights between Alabama A & M and Alabama State, will play its 73rd annual game in October, 2014. As a result of a huge cooperative effort between the Department of Parks and Recreation, numerous other City of Birmingham departments, and organizers of The Magic City Classic, the event now enjoys the distinction of being one of the largest of its kind in the country. The SWAC Championship Game was played at Legion Field from 1999-2012. In 2006, ESPN Regional Television entered into an agreement with the City of Birmingham to use Legion Field Stadium for hosting its Bowl game. Additionally, numerous other college, professional, and high school football games have been played here over the years. The Stadium has hosted, and continues to host concerts, major Soccer matches, and other events, such as the Junior League’s 5K Fun Run, held initially in March, 2011. This event proved to be a huge success despite less than ideal weather conditions and as a result has become an annual event. More recently, the stadium has begun to host numerous athletic camps and other events with the young athlete in mind. The Stadium usually averages some 20-25 events each year, and nearly 175,000 attendees.



- 251 -

However, the artificial turf playing surface puts Legion Field is in a prime position to host a variety of events. During 2010, renovations to the skyboxes and clubroom suites began. Among the improvements are seating, carpeting, and painting. These improvements were completed throughout the 2011 event season. The Board is especially proud of its parks. Some have reflecting pools, ornamental pavilions, picnic shelters, amphitheaters and duck ponds. These include: Avondale Park, East Lake Park and Brother Bryan Park (formerly Magnolia Park). Restoration of the historic Avondale Park Villa was completed and opened for public and private events in April of 2006. In addition, Linn Park displays a 25 foot, 5,000 gallon-a-minute central fountain. Kelly Ingram Park, located just across from the Civil Rights Institute, was completely renovated in 1993 and remains an integral part of the Civil Rights District. The Board currently operates 20 recreation centers, most of which are open year-round, six days a week. Most centers have gymnasiums, clubrooms and kitchens, as well as athletic fields and picnic pavilions on the grounds. The centers offer planned activities for all ages. They provide over 100 public tennis courts including Highland Racquet Club with 10 clay courts and 2 composite courts. In 2006, the renovation of the Roebuck Hawkins Recreation Center was completed with the addition of an indoor walking track, weight room, dance and fitness rooms and gymnasium. During 2011, Tom Bradford Community Center opened for public use. Many of our recreation centers also received state of the art ground source units during FY 2012. This should greatly increase our activities during the summer months. During the summer, 17 outdoor swimming pools operate six days per week. The pools provide swimming lessons, lifesaving and water safety courses for youth and adults. Many area youth compete in the swim team program in preparation for city and state championships. We have two new additions to our recreation center inventory, both located on the eastern side of Birmingham. The Community Center at Brownsville Heights, located in the Airport area, had its ribbon cutting in February, 2013. This center has an auditorium, media room, walking track and large patio area that extends to the playground. East Pinson Valley Regional Recreation Center (formerly Jefferson State Community College Physical Education Building), was renovated during 2012 and celebrated its grand opening in November, 2012. The Center has approximately 41,000 square feet of inside space encompassing an indoor, 25 foot swimming pool which will be open year round for swimming lessons, water aerobics, etc. Additionally, outdoors, there are athletic fields, tennis courts and park amenities for public enjoyment. Additionally, we have two facilities currently under construction. Fountain Heights, located just north of the downtown area, will replace the old building which was demolished due to structural defects. This newly constructed recreation center has a gymnasium, indoor walking track, weight room, club room and computer lab. Oxmoor Valley Community Center, formerly Knights of Columbus, has been totally renovated, inside and out. This unique facility is located and will serve residents in southwest Birmingham. It features a very large auditorium, clubroom, craft area and computer lab.



- 252 -

The Birmingham Botanical Gardens is Alabama’s largest living museum with more than 12,000 different plants in its living collections. The Gardens’ 67.5 acres contain over 25 unique interpretive and thematic gardens as well as a number of areas for ornamental plant display, 22,000 square feet of greenhouses and over 30+ works of original outdoor sculpture and miles of serene paths. The Gardens features the largest public horticulture library in the U.S., conservatories, a wildflower garden, two rose gardens, the Southern Living garden, and Japanese Gardens with a traditionally crafted tea house. Education programs run year round and more than 10,000 school children enjoy free science-curriculum based field trips annually. The Gardens is open daily, offering free admission to more than 300,000+ yearly visitors. The BBG recently turned 50 and the oldest facility on the property, the Conservatory, is closed for total glass replacement. The three greenhouses comprising the Conservatory re-opened to the public in late 2013 and celebrated the 50th anniversary at that time. The Garden Center houses staff offices, an auditorium, community rooms, a caterer’s kitchen, an education wing featuring a lecture hall and classrooms, a plant diagnostic lab, Birmingham Botanical Gardens Library, a gift shop, and a restaurant. Indoor and outdoor areas may be rented for weddings, parties and meetings both day and evening. The Garden Center operates at near capacity. The Gardens are a coalition of similarly focused groups, including the City of Birmingham, Friends of the Birmingham Botanical Gardens, Alabama Cooperative Extension System (ACES), Federated Garden Clubs and numerous specialty plant groups working together in a common interest. A diverse format exists as a result of our ongoing cooperative programs with the University of Alabama at Birmingham, Alabama A & M, Auburn University, and Jefferson State Community College. The Gardens’ staff serves as a catalyst for numerous professional and volunteer groups to develop, interpret and utilize plant collections. This includes work with plant societies, garden clubs, master gardeners, tree commissions, and environmental groups. Friends of the Birmingham Botanical Gardens coordinate all educational programming at The Gardens, most of which is offered free of charge. Their Discovery Field Trips are fully accredited by the Birmingham Board of Education as they are based on State Board of Education guidelines. The Birmingham Botanical Gardens Library is the largest free-lending horticultural library in the U.S., serving over 19,000 patrons in 2012 and is part of the Jefferson County Cooperative. ACES operates the C. Beaty Hanna Horticulture and Environmental Center within the Garden Center. This is a nationally unique center funded by Auburn and Alabama A & M Universities. It is dedicated to providing expert gardening and environmental advice through Extension Agents, Agent Assistants and the Master Gardeners who are trained here. ACES staff operates a state-of the art plant diagnostic laboratory in the Center. Yearly, ACES records over 14,000 customer contacts; most ACES services are offered free of charge.



- 253 -

The Gardens enjoy support from individuals across the metropolitan area. In 2012, volunteers contributed 26,985 hours of support. It is this teamwork that has made The Gardens the regions foremost horticultural education hub. The grounds are open daily from dawn to dusk, every day of the year. There is no admission fee, but donations are requested. Performance Goals:

Enhance the Department’s visibility and public relations image to the community. Strengthen programs offered by the Department through the development of diverse

advisory groups. Improve the maintenance of Parks and Recreation facilities by touring parks with the

Horticulture and Urban Forestry Division on a scheduled basis.

Improve Neighborhood Association involvement in the development of new state-of-the-art park facilities.

Support efforts to create a Park Police Division that will be dedicated to Park Security

duties.

Selected Objectives: Increase public service announcements with assistance of the City’s Public

Information Officer. Expand park ceremonies to include all segments of the community.

Conduct public speaking engagements to the various community and service

organizations. Continually develop and implement new plans and strategies to ensure effective and

efficient customer service. Improve the department’s visibility and promote public awareness through the positive

use of cultural and leisure services. Provide recreational/educational outreach services to Birmingham Public School

students.



- 254 -


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Sports & Recreation

Brochures/Newsletters 16,500 12,750 14,000

Recreation Programs 520 559 610

Press Releases 45 39 52

Youth Programs 180 212 250

Visitors 7,550,000 7,915,000 8,050,000

Youth Participation 2,950,000 3,395,000 3,450,000

Adult Participation 4,600,000 4,520,000 4,600,000

Swimming Pools

Participants 41,330 44,810 50,000

Number of Pools 15 17 18

Students passing beginner swim classes 83% 87% 90%

Botanical Gardens

Visitors 350,000 355,000 360,000

Youth Programs 37 40 40

Adult Programs 58 65 65

Youth Participants 15,314 16,000 16,000

Adult Participants 10,868 11,000 11,000



- 255 -


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Docent-led Tours 61 70 70

Volunteer Hours 27,460 28,000 28,000

Public Meetings 508 520 550

Private Meetings 394 420 450

Library Circulation 8,814 9,000 10,000

Library Patrons Served 18,734 19,000 20,000

Total Plant Accessions Installed 758 1,500 2,000

New Taxa 26 75 150

Garden Maintenance Reports 20 30 40

Legion Field

Total Attendance 156,360 160,000 170,000

Total Events 7 13 15



- 256 -

Personnel ServicesRepairs & MaintenanceFleet Expenses 0.00 170.00 0.00SuppliesProfessionalUtilitiesCommunicationsRental ExpensesGeneral & AdministrativeCapital Outlay

GRAND TOTAL


Class Code

CLASSIFIED-SALARIED:Permanent

36 Director of Parks & Recreation 04199 1 1 1 0 128 Park Maintenance Supt. 08298 1 1 1 1 228 Recreation Superintendent 04166 1 1 1 0 127 Principal Accountant 01027 2 2 2 0 226 Botanical Garden Director 08279 1 1 1 0 124 Public Relations Coordinator 02095 1 1 1 0 123 Recreation & Aquatics Supv. 04168 1 1 1 0 123 Recreation Supervisor 04165 2 2 2 0 222 Chief of Security 06555 0 0 0 1 122 Horticulture District Supervisor 08286 1 1 1 0 121 Stadium Maintenance Supv 08255 1 1 1 0 121 Administrative Analyst 02083 1 1 2 0 221 Museum Assistant 04353 1 1 1 0 120 Horticulture Specialty Grower 08284 1 1 1 0 118 Landscape Crew leader 08287 1 1 1 0 1



June 3 0 , 2 0 13


July 1, 2 0 13


June 3 0 , 2 0 14

FY 2 0 15 Counc il

Adopte d Cha nge s


July 1, 2 0 14

13,900.00 0.00 0.00

$10,863,174.88 $11,022,215.36 $11,995,156.00

25,335.95 18,215.87 49,079.0027,868.36 126,111.09 69,381.00

3,124,427.54 3,132,898.31 2,883,194.003,249.40 0.00 0.00

114,948.13 123,763.98 221,803.00192,845.36 99,761.00 174,501.00

$7,238,054.98 $7,363,355.93 $8,437,439.00122,545.16 157,939.18 159,759.00

DEPARTMENT: PARK AND RECREATION (83)FUNCTION: CULTURE AND RECREATION





- 257 -


Class Code

18 Event Manager 04415 1 1 1 0 118 Athletics Program Coordinator 04167 3 3 3 0 318 Recreation Center Director 04164 21 21 21 0 2116 Accounting Assistant II 00455 2 2 2 0 216 Administrative Assistant 00066 2 2 2 0 215 Plant Taxonomist 08233 1 1 1 0 115 Senior Recreation Leader 04163 1 1 1 0 113 Building Custodian 08623 1 1 1 0 113 Gardener 08282 6 6 6 0 613 Accounting Assistant I 00453 1 1 1 0 113 Administrative Clerk 00050 5 5 5 0 512 Skilled Laborer 08063 2 2 2 0 212 Recreation Leader 04162 32 32 32 0 3212 Stores Clerk 04405 1 1 1 0 110 Guard 08611 13 13 13 0 139 Greenhouse Worker 08281 2 2 2 0 2


Permanent Part-time12 Recreation Leader - PT 04162 2 2 2 0 2


Temporary18 Sr. Swimming Pool Supv1 04136 4 4 4 0 412 Swimming Pool Supervisor2 04134 18 18 18 0 189 Sr. Lifeguard2 04133 18 18 18 0 187 Lifeguard2 04132 50 50 50 0 50


DEPARTMENT: PARK AND RECREATION (83)FUNCTION: CULTURE AND RECREATION


June 3 0 , 2 0 13


July 1, 2 0 13


June 3 0 , 2 0 14

FY 2 0 15 Counc il

Adopte d Cha nge s


July 1, 2 0 14



- 258 -


Class Code



134 Laborer 92753 34 34 34 0 34


Temporary134 Laborer 92753 39 39 39 0 39133 Building Service Worker 92751 21 21 21 0 21

Total Temporary Unclassified-Hourly 60 60 60 0 60

Total Unclassified-Hourly 94 94 94 0 94


1Summer program - budgeted

2Summer program - budgeted

DEPARTMENT: PARKS AND RECREATION (83)FUNCTION: CULTURE AND RECREATION


June 3 0 , 2 0 13


July 1, 2 0 13


June 3 0 , 2 0 14

FY 2 0 15 Counc il

Adopte d Cha nge s


July 1, 2 0 14



- 259 -

The Southern Museum of Flight


Board of Directors

Executive Director

Assistant Director

Administration

Maintenanceand Security

Education Curatorial

Collections Management

Exhibits Design



- 260 -

DEPARTMENT OVERVIEW

DEPARTMENT: SOUTHERN MUSEUM OF FLIGHT (85) FUNCTION: CULTURE AND RECREATION Mission Statement: The Southern Museum of Flight is dedicated to investigating, preserving, and promoting the rich stories of Southern Aviation and to providing enjoyable, experiential educational programming for people of all ages. Through collaborative partnerships within the community, the Southern Museum of Flight provides a continuum of exhibitions, displays, and educational services with a sincere devotion to cultural and historical literacy. The Southern Museum of Flight prepares and supports skillful, reflective professionals who improve the quality of aviation education in a museum setting. The Southern Museum of Flight will accomplish the mission within four confines: Research and Development, Educational Programming, Tourism, and Aircraft Restoration and Preservation. Department Insights: The Southern Museum of Flight, located two blocks east of the Birmingham International Airport, was established by a resolution of the Birmingham Aero Club on February 4, 1965. It became a City-owned organization on December 21, 1978, when the Aero Club offered the facility as a gift to the City of Birmingham, and it was accepted by the City Council in Ordinance No. 78-258. Southern Museum of Flight currently houses a number of quality programs and exhibits, which includes the General Aviation Hangar, the Early Aviation Hanger, the Model Gallery, the Outdoor Display, the Family Hands-on Hangar, the Alabama Aviation Hall of Fame, The Flying Heritage Gallery, Just Plane Science youth education program, and a speaker/lecture series. The Museum’s collection has grown to more than 10,000 objects. The exhibits have increased from 5 to 85 aircrafts and from 6 cases of artifacts to 50. The original hangar has been expanded with a new south wing, 20 lots, an engineering annex and four acres of property leased from the Birmingham Airport Authority. This area is now filled with Cold War aircraft. An extensive technical library houses hundreds of books, thousands of periodicals and aviation publications. All of these items are available to the public for research and information. Recently, the famed Tuskegee Airmen were honored with the opening of a 5,000 sq. ft. exhibit located in the south wing of the museum. The full scale diorama includes three aircraft of the type flown at Tuskegee, Alabama Army Airfield and high quality figures depicting students and instructors, maintainers and a ground crew. The interactive display and artwork enhances the visitor’s Tuskegee experience.



- 261 -

Renovation of two halls is 60% complete with a new look and display, adding one of the very few replicas of the original Wright Flyer. The Alabama Aviation Hall of Fame, established by the Alabama Legislature, is housed within the Museum. Private support comes from the Birmingham Aero Club, the Experimental Aircraft Association, and the Southern Museum of Flight Foundation. The Southern Museum of Flight provides many services to the local communities. These services include on-site tours, outreach programs, weekend public programs, conference facilities, and school programs tailored to school district curricular needs. The museum is open five days a week, Tuesday through Saturday and is operated by a staff of ten full-time employees and by docents. Performance Goals:

Develop and implement more educational programs for schools and the public.

Increase major artifacts and design new exhibits.

Increase public awareness of the Museum through advertising and programming.

Expand museum membership.

Bring the quality of collection management up to national museum accreditation standards.


Increase annual museum attendance by tour groups and families. Install new exhibits in the South Wing.

Publish new program offerings and guides for teachers.

Document museum collections according to national standards.

Add membership programs and quarterly newsletters.

Increase historical artifacts.



- 262 -



FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Number of Visitors 93,058 90,863 95,000

Revenues Collected Through Ticket Sales $28,621 $25,641 $30,000



- 263 -



GRAND TOTAL


Class Code

CLASSIFIED-SALARIED:Permanent Full-time

26 Museum Curator 04387 1 1 1 0 121 Museum Education Coordinator 04350 1 1 1 0 121 Exhibit Designer 04327 1 1 1 0 121 Business Office Supervisor 00321 1 1 1 0 118 Event Manager 04415 1 1 1 0 118 Aircraft Mus Restoration Tech 04321 1 1 1 0 115 Museum Technician 04319 1 1 1 0 110 Administrative Clerk 00050 1 1 1 0 110 Guard 08611 1 1 1 0 1

Total Permanent Full-time 9 9 9 0 9




June 3 0 , 2 0 13


July 1, 2 0 13


June 3 0 , 2 0 14

FY 2 0 15 Counc il

Adopte d Cha nge s


July 1, 2 0 14

2,789.00 368.00 7,194.00

$700,343.44 $702,872.17 $720,838.00

Utilities 91,023.30 100,582.16 91,076.00Rental Expense 1,161.31 752.88 1,213.00

3,577.36 1,570.94 3,581.00110,689.19 110,381.83 110,700.00

$489,948.28 $488,377.83 $505,921.001,155.00 838.53 1,153.00

DEPARTMENT: SOUTHERN MUSEUM OF FLIGHT(85)FUNCTION: CULTURE AND RECREATION





- 264 -


Class Code


134 Laborer 92753 1 1 1 0 1



DEPARTMENT: SOUTHERN MUSEUM OF FLIGHT (85)FUNCTION: CULTURE AND RECREATION


June 3 0 , 2 0 13


July 1, 2 0 13


June 3 0 , 2 0 14

FY 2 0 15 Counc il

Adopte d Cha nge s


July 1, 2 0 14



- 265 -

Sloss Furnaces National Historical Landmark


Landmarks Board

Executive Director

Collections Education Metal Arts Maintenance



- 266 -

DEPARTMENT OVERVIEW

DEPARTMENT: SLOSS FURNACES (88) FUNCTION: CULTURE AND RECREATION Mission Statement: Sloss Furnaces National Historic Landmark’s mission is to preserve, restore and protect the site and its structures, to develop and present educational programs related to the iron industry and its history, and to develop and promote the Metal Arts. Department Insights: Sloss Furnaces is the only 20th Century blast furnace in the Nation dedicated to the iron industry upon which the entire cultural fabric of Birmingham was built. Today, this National Historic Landmark hosts over 250,000 visitors annually who come to experience our educational programs, metal arts programs concerts, events, tours, weddings and receptions. The economic impact of this visitation is estimated to be over $14,000,000 annually. To better serve this public the City of Birmingham and the Sloss Furnaces Foundation have designed a new Visitor Center which will provide better access, more room for programs and events and generate considerable new income. The economic impact of the new facility is estimated at just over $5 million annually. Performance Goals:

Privatize management of the site.

Continue to secure outside funding for capital projects.

Increase total visitation to 200,000 annually.

Promote minimum of 6 concerts/events for the general public in 2014/2015 fiscal year.

Increase school participation in iron pouring program to 7,000 students per year. Selected Objectives:

Maintain total site visitation to more than 200,000 annually.



- 267 -


FY 2013 Actual

FY 2014 Actual

FY 2015 Goal

Annual Visitation 185,000 215,000 230,000



- 268 -

Personnel ServicesRepairs & MaintenanceSuppliesProfessionalUtilities


GRAND TOTAL


Class Code

APPOINTED-SALARIED:690 Director - Sloss Furnaces 99140 1 1 1 0 1


CLASSIFIED-SALARIED:26 Museum Curator 04387 1 1 1 0 122 Administrative Coordinator 00069 1 1 1 0 121 Building Maintenance Supt 08647 1 1 1 0 121 Museum Education Coordinator 04350 1 1 1 0 117 Maintenance Repair Worker 08633 1 1 1 0 112 Skilled Laborer 08063 1 1 1 0 1



PERSONNEL CLASSIFICATION FY 2 0 13 Budge te d

Positions June 3 0 , 2 0 13


July 1, 2 0 13


June 3 0 , 2 0 14

FY 2 0 15 Counc il

Adopte d Cha nge s


July 1, 2 0 14

4,901.32 365.00 6,500.00

$476,576.50 $412,040.33 $562,188.00

62,021.42 63,109.93 155,500.00Rental Expenses 1,352.95 2,358.79 3,000.00

12,917.93 4,767.35 11,225.001,107.82 1,206.69 22,000.00

$390,469.02 $338,897.98 $353,207.003,806.04 1,334.59 10,756.00

DEPARTMENT: SLOSS FURNACES (88)FUNCTION: CULTURE AND RECREATION





- 269 -


Class Code

UNCLASSIFIED-HOURLY:Temporary

207 Concession Helper 92757 4 4 4 0 4



DEPARTMENT: SLOSS FURNACES (88)FUNCTION: CULTURE AND RECREATION

PERSONNEL CLASSIFICATION FY 2 0 13 Budge te d

Positions June 3 0 , 2 0 13


July 1, 2 0 13


June 3 0 , 2 0 14

FY 2 0 15 Counc il

Adopte d Cha nge s


July 1, 2 0 14

DETAIL O

F CAPITAL O

UTLAYS

DETAIL OF CAPITAL OUTLAYS



- 271 -

Description Amount

Image Now Licenses 1,190,000.00$

Permit Software Upgrade 350,000.00

Project Management Software 185,000.00

High Capacity Book & AV Return w/Cart 18,521.00

Total Appropriation 1,743,521.00$

DETAIL OF EQUIPMENT TO BE PURCHASED

DETAIL OF CAPITAL OUTLAYS

The fiscal year 2015 Official Operating Budget includes a total of $1,743,521 for the

purchase of Image Now licenses, computer software and Library equipment. This

appropriation is for General Government and Public Safety, which is detailed below:

Library

Information Management Services

ADD

ITION

AL OPER

ATING

BUD

GET APPR

OPR

IATION

S

BUDGETS WHICH CONTAINADDITIONAL OPERATING

APPROPRIATIONS



- 273 -

Estimated Revenue

Funds Available $31,098,848.00

Total Estimated Revenue $31,098,848.00

AppropriationsDebt Service $31,098,848.00

Total Appropriations $31,098,848.00

GENERAL BOND DEBT SERVICE FUNDFUND 004



- 274 -

Estimated Revenue





TAX INCREMENT FINANCINGFUND 007



- 275 -

Estimated Revenue

Transfer from the General Fund $198,000.00

Total Estimated Revenue $198,000.00

AppropriationsNeighborhood Allocation ($2,000 per neighborhood) $198,000.00

Total Appropriations $198,000.00

NEIGHBORHOOD ALLOCATIONFUND 031



- 276 -

Estimated Revenue

State Gas Tax - $.05 & $.07 $2,504,350.00Petroleum Fees 50,000.00




HIGHWAY IMPROVEMENT FUNDFUND 046



- 277 -

Estimated Revenue

State Gas Tax - $.04 $721,563.00


AppropriationsDebt Service $721,563.00


FUEL TAX FUNDFUND 047



- 278 -

Estimated Revenue

Storm Water Fees $850,000.00Funds Available 69,713.00


AppropriationsPlanning, Engineering & PermitsStorm Water Administrator $133,010.00Water Pollution Control Technician (2) 211,468.00Water Pollution Control Aide (2) 59,100.00General & Administrative Expenses 516,135.00


STORM WATER MANAGEMENTFUND 048



- 279 -

Estimated RevenueMunicipal Court Collections $1,475,915.00


AppropriationsMunicipal CourtAdministrative Clerk (4) $197,584.26Administrative Assistant III (2) 94,803.02 Administrative Supervisor (3) 198,373.55 Baliff 41,848.10 Building Service Worker 31,107.57 Court Clerk (2) 85,854.95 Guards (2) 68,637.97 Magistrate (2) 99,759.87 Magistrate Supervisor (2) 141,105.55 Municipal Judge 145,960.79 PC Network Technician 87,727.82 Special Judge (2) 163,065.22 Sr. Accountant 59,922.31 User Support Specialist $60,164.02


CORRECTIONS FUNDFUND 052



- 280 -

Estimated Revenue

Fair Trial Tax $435,000.00


AppropriationsIndigent Defense $435,000.00


FAIR TRIAL TAX FUNDFUND 053



- 281 -

Revenue


AppropriationsTransfer to General Fund $4,033,468.00


BIRMINGHAM FUNDFUND 105



- 282 -

Estimated Revenue

Alabama Trust Fund $1,730,213.00




ALABAMA TRUST FUNDFUND 134



- 283 -

RECOMMENDED BUDGET2015 COMMUNITY DEVELOPMENT BLOCK GRANT CDBG

(40th YEAR)

ESTIMATED REVENUEEntitlement Funds $5,465,565.00Anticipated Program Income 300,000.00Emergency Shelter Grant Program 453,937.00Housing Opportunities for Persons with AIDS 589,189.00Home Investment Partnership Program 1,113,639.00Home Anticipated Program Income 100,000.00


APPROPRIATIONSADMINISTRATION $1,110,471.00

PLANNING AND MANAGEMENT $42,642.00One roof 22,272.00Fair Housing Center of North Alabama 20,370.00

HOUSING REHABILITATION $3,515,931.00Program Costs 950,000.00Single Family Activities:

Rebate Grant Program:Single Family Rehabilitation Critical Repair Program 1,515,931.00Independent Living Resources of Greater Birmingham 225,000.00Rising West Princeton 25,000.00Metro Changers, Inc. 600,000.00Christian Service Mission 200,000.00

REPAYMENTS OF SECTION 108 LOAN PAYMENTS TO HUD $150,000.00



- 284 -

ECONOMIC DEVELOPMENT $131,325.00REV Birmingham 131,325.00

PUBLIC SERVICES $650,409.00

Homeless Shelter Program: $328,251.00Alethia House 36,573.00Bridge Ministries 15,107.00Changed Lives Christian Center, Inc. 40,754.00Cooperative Downtown Ministries 42,380.00First Light 24,306.00New Pilgrim Bread of Life 18,488.00Pathways/ Transitional Shelters 22,501.00Pathways/Downtown Path Shelter 47,739.00Urban Ministry 10,774.00YWCA 27,355.00YWCA - Homeless Day Care 30,965.00YWCA - Homeless Day Care Transportation 11,309.00

Other Public Services: $322,158.00

Birmingham Urban League 39,846.00Cahaba Girl Scout Council 8,776.00Childcare Resources 46,250.00Children's Village 14,304.00J.J.'s Freedom Center 19,280.00Jefferson State Community College 20,859.00Mental Health Association of Central Alabama, Inc. 18,226.00North Birmingham Community Assistance Program, Inc. 17,879.00Positive Maturity - East Lake 19,182.00Prescott House 18,159.00The Rose Garden Adult Daycare 14,898.00Titusville Development Corporation 19,283.00United Cerebral Palsy of Greater Birmingham, Inc 15,216.00Gateway 50,000.00

COMMERCIAL REVITALIZATION / ECONOMIC DEVELOPMENT Urban Impact $164,787.00



- 285 -

HOME INVESTMENT PARTNERSHIP PROGRAM $1,213,639.00Administration 121,363.00CHDO Activities 182,045.00Rental Rehabilitation Activities 910,231.00

EMERGENCY SHELTER PROGRAM $453,937.00Administration 34,045.00Family Connection 23,927.00Urban Ministry 10,228.00Pathways / Downtown Path Shelter 35,748.00Pathways / Transitional Shelter 37,314.00Cooperative Downtown Ministries 28,246.00Family Connection - Operations 41,548.00YWCA 68,792.00Bridge Ministries 48,372.00Urban Ministries 17,387.00First Light 25,222.00JCCEO 83,108.00

HOUSING OPPORTUNITIES FOR PERSONS WITH AIDS $589,189.00AIDS Alabama, Inc.

Rental Assistance 237,948.00Supportive Services 105,000.00Operating Costs 200,000.00Resource Identification 5,000.00Administration 41,241.00


CAPITAL IM

PRO

VEMEN

T PRO

GR

AMCAPITAL IMPROVEMENT PROGRAM

CITY OF BIRMINGHAM CAPITAL BUDGET AND CAPITAL IMPROVEMENT PROGRAM

FISCAL YEARS 2015-2019

-287-

CAPITAL IMPROVEMENT PROGRAM

OVERVIEW

The Capital Improvement Program (CIP) is a five-year comprehensive listing and description of planned capital outlays, including cost estimates. This budget does not include new projects for approval for fiscal year 2015. The City is continuing to operate under the five-year CIP for fiscal years 2015-2019. The CIP includes projects that are of a large size and scope. Capital projects generally are fixed in nature, are long of life, and provide new or improved public services. It is updated annually for the acquisition, renovation or construction of new or existing capital facilities and infrastructure. The funding sources for the CIP are bonds and warrants previously issued. The CIP is reviewed during the fiscal year to strategically fund infrastructure and critical needs that may arise. The City has no significant non-routine capital expenditures. Routine capital expenditures are planned when funds become available.

On October 9, 2012, the citizens of Birmingham approved a bond referendum. The approval authorizes an issuance of up to $150 million of general obligation bonds. A total of $70.8 million has been issued. The chart below lists the category and amount issued and those yet to be issued.

Category

Amount of Authorized Issuance

Amount Issued in April 2013

Amount Issued in

December 2013

Amount Remaining

to be Issued

Landfill Expansion 6.3$ 5.8$ 0.5$ Public Park and Recreational Facilities 20.0 9.6 10.4 Street and Sidewalk Improvements 48.7 24.5 24.2 Economic Development Initiatives 19.0 8.4 2.7$ 7.9 Public Buildings and Equipment 45.0 16.0 29.0 Storm and Sanitary Sewer Improvements 11.0 3.8 7.2

TOTAL 150.0$ 68.1$ 2.7$ 79.2$

In Million $$



-288-

$150 Million Bond Issuance By Category

This graph shows the total allocations by category. The largest percentage is Street and Sidewalk Improvements (36%), followed by Public Buildings and Equipment (24%). The City anticipates that its Bond Reserve Fund, which receives 9.2 mills of ad-valorem tax annually, will be sufficient to pay debt service on the bonds, when issued. The remainder of the bonds will, most likely, be issued in three to five years.



-289-

IMPACT OF ON-GOING PROJECTS ON THE OPERATING BUDGET:

The City has approximately $140.8 million in on-going projects. The majority of these capital projects are for street improvements, park and recreation, public facilities and economic development projects across the city. The street improvement projects include repair to interstate lighting. The majority of these projects are non-recurring A brief description of the anticipated operational impact is listed below: Housing:

Currently, there is approximately $3.2 million appropriated for housing improvement. RISE is the Neighborhood Stabilization program adopted by the administration to ready our neighborhoods for revitalization by Removing blight, Increasing values, Strengthening neighborhoods, and Empower residents. The strategy will use the Land Bank and other tools to condemn, demolish, redevelop and sell troubled properties. A component of RISE is to increase the number of home inspections to ensure proper property compliance in an effort to promote quality housing. To that end, the City added 3 new positions to the Community Development Department at a cost of $139,431.00 (i.e. 1 Senior Housing Rehab Specialist and 2 Housing Rehab Specialist). ECONOMIC DEVELOPMENT IMPACT:

The City of Birmingham has currently active business developments that will have a positive effect on City revenues as well as improving the economy of Birmingham. For example, the Crossplex at Fair Park, a state of the art facility will host NCAA D3 swimming and track and field events in March 2015. This facility will enhance business development and increase the City’s tax base. Also, there are projects totaling $4.5M for jobs retention and property acquisition for business park development. Lastly, the City issued $2.6million in Economic Development bonds for the redevelopment/improvements of the historic Lyric Theatre, McWane Center and the Birmingham Civil Rights Institute. It is anticipated that these venues will bring additional visitors to the City.

CAPITAL SPENDING IMPACT ON DEBT SERVICE EXPENSE OF THE OPERATING BUDGET:

The FY 2015 General Fund Budget includes $14.2 million for debt service payments.

This represents approximately 3.7% of the total budget.



-290-

SIGNIFICANT ON-GOING PROJECTS: The City completed or contracted 31 capital projects and improvements to

neighborhoods throughout Birmingham during the past fiscal year. In addition, the City has numerous projects currently funded and in various stages of development. The Summary of On-Going Projects lists the categories and the funding sources of those projects beginning on page 15. Some of the major projects are listed below:

Grants - $59M • Birmingham Intermodal Facility

is a planned $30 million transit hub to be located between Morris Avenue and the Railroad Reservation in downtown Birmingham. The facility, originally envisioned as an expansion of Birmingham Central Station, will serve Amtrak passenger rail as well as Greyhound and Megabus intercity buses, the BJCTA's MAX buses, and a dedicated shuttle to Birmingham-Shuttlesworth International Airport. The facility is scheduled to open in December 2015.

Housing - $3.2M • New residential housing development in the Enon Ridge Community • Strategic Land Banking to prevent blight in various neighborhoods • Projects such as the 14th Court-Enon Ridge Housing and New Start Housing will allow

the city to enhance neighborhoods and improve the quality of life for its citizens.

Landfill - $500K • Design and construction of a new cell for future demands at new Georgia Landfill.

Park and Recreation - $11.6M • Replace swing sets at various parks throughout the City. • Repair gym floors and roof repair/replacement at various recreation centers.



-291-

Public Facilities Improvements - $12.1M

• Construct the Negro Southern League Baseball Museum

• Construct warm-up pool at the Crossplex

• Install new bleachers, basketball floors, score board, tennis court floor, HVAC and ADA upgrades at the Arena at the Crossplex

• Install new HVAC system, replace cell doors and locks, new filing system; general renovations/upgrades to the City Jail.

• Interior and exterior renovation of the Wylam Library, including roof, HVAC, finishes, ADA, and restroom upgrades.

• Construct a new Fire Training Tower

Sanitary/Storm Sewers - $6.3M • Materials for sewer projects to improve drainage • Install storm sewer at the Crossplex and at Lawson Road to improve drainage • Killough Springs Road drainage repairs

Street Improvements - $27.8M • Street resurfacing throughout

the City. • Provide matching funds for

grants received for improvements to the 16th Street and the 21st Street bridges.

• Provide matching funds for street improvements, drainage improvements and the widening of Finley Avenue.

• Greensprings Improvements to include the installation of sidewalks, landscaping, and storm drainage where required to allow for sidewalk, curb ramps east side of Greensprings Highway from 8th Street North to the city limits.



-292-

CategoryAMOUNT IN

THOUSANDS PERCENT

ADA Compliance 677$ 0.48%Economic Development 9,276 6.59%Flood Plain Management 92 0.07%Grants 59,018 41.92%Housing 3,214 2.28%Landfill 500 0.36%Library 118 0.08%Museums/Cultural Facilities 146 0.10%Other Improvements and Projects 1,255 0.89%Park and Recreation 11,638 8.27%Parking Decks 18 0.01%Property Acquisition 158 0.11%Public Equipment 2,848 2.02%Public Facilities 12,074 8.58%Sanitary Sewers 89 0.06%Schools 3,216 2.28%Sidewalks 320 0.23%Storm Sewer 6,261 4.45%Street Improvements 27,823 19.76%Street Resurfacing 1,969 1.40%Traffic Signalization 7 0.00%Transit Projects 71 0.05%

TOTAL 140,788$ 100.00%

SUMMARY OF ON-GOING PROJECTS BY CATEGORY



-293-

Fund Number/NameAMOUNT IN

THOUSANDS PERCENTBonds116 1993 Bonds 172$ 0.12%117 1995 Bonds 365 0.26%118 1997 Bonds 425 0.30%122 1999-B Bonds 19 0.01%125 2002 Bonds 1,338 0.95%129 2007-A Bonds 10,834 7.70%135 2013-A Bonds 41,605 29.55%136 2013-B Bonds 1,255 0.89%

56,013$ 39.79%Warrants120 1998-B Warrants 13$ 0.01%121 1998-B Warrants 47 0.03%123 2000-A Warrants 249 0.18%124 2001-A School Warrants 92 0.07%127 2006-C Warrants 491 0.35%128 2007-B Warrants 710 0.50%131 2010 Recovery Zone Warrants 8,628 6.13%137 2014 PNC2 Warrants 488 0.35%

10,718$ 7.61%Other Funds007 Tax Increment Financing 4,043$ 2.87%035 Grants Fund 61,818 43.91%046 Highway Improvement Fund 133 0.09%047 Fuel Tax Fund 111 0.08%052 Corrections Fund 291 0.21%102 Capital Improvement 6,260 4.45%105 Birmingham Fund 1,401 1.00%

74,057$ 52.60%

Grand Total 140,788$ 100.00%

SUMMARY OF ON-GOING PROJECTS BY FUND



-294-


DEBT SERVIC

E

DEBT SERVICE



- 295 -

CITY DEBT MANAGEMENT

The principal forms of indebtedness that the City is authorized to incur include general obligation bonds, general obligation warrants, general obligation bond anticipation notes, revenue anticipation notes, gasoline tax anticipation bonds, and warrants relating to enterprises. In addition, the City has the power to enter into certain leases which constitute a charge on the general credit of the City, guarantee obligations of certain public corporations and to enter into certain funding agreements with regard to the obligation of other public agencies. General obligation warrants, certain revenue anticipation bonds, warrants and notes and capitalized lease obligation may be issued or incurred without voter approval. General Obligation Bonds Debt Service

Debt service on the City’s general obligation bonds (the issuance of which must be approved by referendum except in the case of refunding bonds) is paid from the General Bond Debt Service Fund (the Bond Fund). The proceeds of a 9.2 mil ad valorem tax for bond debt service and a 2.8 mill ad valorem tax for school bond debt service, both authorized by the Constitution of Alabama of 1901, are customarily paid into the Bond Fund. In addition to these ad valorem tax proceeds, interest earnings from investment of Bond Fund balances are customarily deposited into the Bond Fund.

The City has projected that the Bond Fund will continue to be sufficient to provide for debt service on its outstanding bonds. This projection is based on a number of assumptions - including bond interest rates, rate of increase or decrease of ad valorem tax collections, and investment earnings - that the City considers reasonable; however, the future availability of sufficient funds in the Bond Fund cannot be guaranteed.



- 296 -

Debt Service:

Fiscal

Year General General

Ended Obligation Obligation

6/30 Bonds Warrants Total

2015 31,078,420 18,900,796 49,979,216

2016 28,934,276 18,874,658 47,808,934

2017 22,254,363 19,848,254 42,102,617

2018 27,181,951 19,847,437 47,029,388

2019 26,968,926 9,673,278 36,642,204

2020 20,254,644 9,622,061 29,876,705

2021 18,420,847 8,825,099 27,245,946

2022 16,971,446 8,778,053 25,749,499

2023 18,619,291 8,742,602 27,361,893

2024 16,222,016 8,376,441 24,598,457

2025 16,235,826 8,309,414 24,545,240

2026 18,802,563 8,250,012 27,052,575

2027 18,837,562 6,679,739 25,517,301

2028 18,870,300 6,678,257 25,548,557

2029 18,909,812 6,677,527 25,587,339

2030 18,954,063 6,681,178 25,635,241

2031 18,991,975 4,748,984 23,740,959

2032 19,041,875 4,754,713 23,796,588

2033 19,091,850 4,752,925 23,844,775

2034 6,085,900 2,607,597 8,693,497

2035 5,837,250 2,607,423 8,444,673

2036 5,849,250 2,609,444 8,458,694

2037 5,846,250 2,608,473 8,454,723

2038 5,848,500 2,609,510 8,458,010

2039 5,840,250 2,609,805 8,450,055

2040 5,846,500 2,606,635 8,453,135

2041 5,836,000 5,836,000

2042 5,854,000 5,854,000

2043 5,848,500 5,848,500

Total $453,334,406 $207,280,315 $660,614,721

Statement of Debt Service Requirements

The following table sets forth the City's debt requirements for payment

of principal and interest by fiscal year.

The table indicates that all City debt will be paid by 2043. The table is illustrated

by the graph shown on the following page.



- 297 -



- 298 -

Funding Source Principal Interest Fees Total

General Fund $9,154,048.00 $5,067,030.00 $6,988.00 $14,228,066.00

Debt Service Fund 22,139,540.00 8,938,880.00 20,428.00 31,098,848.00

Tax Increment Financing Fund 1,170,000.00 787,259.00 10,750.00 1,968,009.00

Highway Improvement Fund 2,158,750.00 394,525.00 1,075.00 2,554,350.00

Fuel Tax Fund 655,000.00 65,488.00 1,075.00 721,563.00

Alabama Trust Fund 1,155,000.00 573,600.00 1,613.00 1,730,213.00

$36,432,338.00 $15,826,782.00 $41,929.00 $52,301,049.00

On the following pages, schedules are presented showing each type of debt and its purpose.

Total Bonds

Outstanding

July 1, 2014

Debt Service

Requirements

Fiscal Year

Ending June 30,

2015

2006-C General Obligation Warrants/

Parking Deck Improvements

Principal $24,740,000.00

Interest 14,023,388.00 $1,153,539.00

Fees 2,150.00

$38,763,388.00 $1,155,689.00

2007-B General Obligation Warrants

Capital Improvements

Principal $935,000.00

Interest $21,195,000.00 993,088.00

Fees 9,667,275.00 2,688.00

$30,862,275.00 $1,930,776.00

2010-A General Obligation Warrants

Principal $36,990,000.00 $6,476,250.00

Interest 3,885,350.00 1,183,575.00

$40,875,350.00 $7,659,825.00

The 2014 - 2015 budget provides $52,301,049.00 for anticipated debt service as follows:

TYPE OF DEBT/PURPOSE

GENERAL FUND REQUIREMENT:



- 299 -

Total Bonds

Outstanding

July 1, 2014

Debt Service

Requirements

Fiscal Year

Ending June 30,

2015

2010-B Recovery Zone Economic

Development Warrants

Principal $39,115,000.00

Interest 23,648,456.00 $1,441,191.00

Fees 1,075.00

$62,763,456.00 $1,442,266.00

2012-CTB Warrants

Principal $825,000.00 $75,000.00

Interest 173,579.00 34,453.00

$998,579.00 $109,453.00

2012-RB Warrants

Principal $5,075,000.00 $335,000.00

Interest 1,310,416.00 195,809.00

$6,385,416.00 $530,809.00

Public Safety Lease (ALS/Dozier)

Principal $762,158.00 $212,798.00

Interest 28,304.00 13,050.00

$790,462.00 $225,848.00

2014 PNC-2 Warrants

Principal $4,550,000.00 $1,120,000.00

Interest 131,503.00 52,325.00

Fees 1,075.00

$4,681,503.00 $1,173,400.00



- 300 -

Total Bonds

Outstanding

July 1, 2014

Debt Service

Requirements

Fiscal Year

Ending June 30,

2015

General Obligation Bonds/


Principal $284,470,535.00 $22,139,540.00

Interest 168,863,888.00 8,938,880.00

Fees 20,428.00

$453,334,423.00 $31,098,848.00


Principal $18,475,000.00 $1,170,000.00

Interest 4,046,443.00 787,259.00

Fees 10,750.00

$22,521,443.00 $1,968,009.00

HIGHWAY IMPROVEMENT FUND REQUIREMENT:

2010-A General Obligation Warrants

Principal $2,158,750.00

Interest 394,525.00

Fees 1,075.00

$0.00 $2,554,350.00

FUEL TAX FUND REQUIREMENT:

2014 PNC Warrants

Principal $4,225,000.00 $655,000.00

Interest 234,825.00 65,488.00

Fees 1,075.00

$4,459,825.00 $721,563.00

DEBT SERVICE FUND REQUIREMENT:

TAX INCREMENT FINANCING REQUIREMENT:



- 301 -

Total Bonds

Outstanding

July 1, 2014

Debt Service

Requirements

Fiscal Year

Ending June 30,

2015

ALABAMA TRUST FUND REQUIREMENT:

2009-A General Obligation Warrants/

Radio System and City Equipment

Principal $13,795,000.00 $1,155,000.00

Interest 3,695,525.00 573,600.00

Fees 1,613.00

$17,490,525.00 $1,730,213.00



- 302 -

Constitutional Debt Limitation The City’s present constitutional debt limit is an amount equal to twenty percent (20%) of the assessed value of the property therein. However, the following, among other types of indebtedness are, under existing law, not chargeable against the City’s constitutional debt limit: obligations issued for the purpose of acquiring, providing, or constructing schools, water works or sewers; obligations incurred for street or sidewalk improvements where the cost thereof, in whole or in part, are to be assessed against the property abutting such improvements; subject to certain conditions, tax anticipation notes; certain lease obligations to make contributions towards the debt service of other public entities; and revenue securities issued for the purpose of extending, enlarging or improving water, gas , or sewer systems and payable solely from the revenues of one or more such systems. The following statement reflects the City’s legal debt margin.

CITY OF BIRMINGHAM, ALABAMA

COMPUTATION OF LEGAL DEBT MARGIN As of June 30, 2014

Assessed value of real and personal property1 $2,705,994,960

Debt limit, 20% of assessed value2 541,198,992

Outstanding General Obligation Bonds and Warrants3 $451,977,488

Less exemptions:

School and Sewer Bonds (74,483,930)

Debt Service Funds balances (general obligation bonds)4 (22,694,460)

Net Outstanding general obligation bonds and warrants 354,799,098

Legal debt margin $186,399,894

(1) As reported by the Jefferson County Tax Assessor, Jefferson County Department of Revenue (motor vehicles) Shelby County Property Tax Commissioner and Shelby County License Officer (motor vehicles). (2) Includes the aggregate principal amount of general obligation bonds, general obligation warrants, Economic Development Incentive Obligations ($1,040,000), Birmingham Zoo Obligations ($15,000,000), a lease ($762,158) and the Funding Agreement for the Honda Project ($194,795), all as of June 30, 2014. Does not include any other obligation of the City and does not reflect principal payments made on any obligations after June 30, 2014. Does not included the obligations of the city incurred pursuant to Amendment No. 772 to the Constitution of Alabama, as amended. (3) Not less than the stated amount was issued for schools, water works or sewers and is not



- 303 -

chargeable against the City’s constitutional debt limit. (4) Market Value as of June 30, 2014 Note: Section 225, as amended, of the Constitution of the State of Alabama limits debt of the City of Birmingham to 20% of the assessed value of taxable property. Excluded from this limitation is debt issued for schools and sewers (General Constitutional Debt Limitation). Special Constitutional Debt Limitation for Economic Development Obligations Amendment No. 772 to the constitution of Alabama authorizes the counties and municipalities within the State to use public funds for certain purposes intended to further the economic development of such political subdivisions. Amendment 772 authorizes any county or municipality to (i) acquire real property, buildings, plants, factories, facilities, machinery and equipment of any kind and to improve and develop such properties for use as sites for industry of any kind or as industrial parks, (ii) lease, sell, grant, exchange or otherwise convey all or any part of any real property, buildings, plants, factories, machinery and equipment or any industrial park project to any individual, firm, corporation or other entity, public or private, for the purpose of constructing, developing, equipping and operating industrial, commercial, research or service facilities of any kind or (iii) lend its credit to, or grant public funds and things of value for the benefit of any individual, firm, corporation or other entity, public or private, for the purpose of promoting the economic and industrial development of such political subdivision. Amendment 772 also authorizes counties and municipalities to issue bonds, warrants, notes and other evidences of indebtedness and to use the proceeds thereof in furtherance of the powers discussed in the paragraph immediately above, subject to the limitation that the aggregate principal amount of obligations issued for such purposes may not exceed fifty percent (50%) of the assessed value of taxable property in such county or municipality. Amendment No. 772 provides that the bonds, warrants, notes or other evidences of indebtedness may be secured by the full faith and credit of the issuer or may be limited as to the source of payment. The issuance of bonds, warrants, notes and other evidences of indebtedness pursuant to Amendment No. 772 is not subject to the City’s twenty percent constitutional debt limit. Pursuant to, and in accordance with, Amendment No. 772, in recent years the City has delivered agreements with various entities for economic development purposes as provided in Amendment No. 772, whereby the City agrees to rebate, over a stated period of years, to the other parties to such agreements, certain percentages of the proceeds of various City taxes received by the City from the construction and operation by such other parties of the facilities described in such agreements. The obligations of the City under such agreements (the “Amendment No. 772 Obligations”) (i) are not general obligations of the City and (ii) are limited obligations of the City payable solely from the tax proceeds specified in such agreements, and produced solely from the facilities and projects described in such agreements, when and if such tax proceeds are actually received by the City, except a Funding Agreement with the Commercial Development Authority of the City of Birmingham, which is a general obligation and a Funding Agreement with the Public Athletic, Cultural and



- 304 -

Entertainment Board of the City of Birmingham, which is a general obligation. The economic development office of the City, based on certain assumptions which it believes to be reasonable, has projected the total tax revenues to be received by the City from each of the facilities for which such a tax rebate agreement is in effect, will exceed the amount of the City tax proceeds to be rebated pursuant to such agreement. The City has obligations outstanding under Amendment No. 772 in the aggregate amount of approximately $216,738,104. These obligations are limited obligations of the City payable generally as rebates of taxes received by the City from the private entity, except for funding agreements to cover bonds issued by the Commercial Development Authority of the City of Birmingham (currently outstanding in the principal amount of $69,615,000) and the Public Athletic and Entertainment Board of the City of Birmingham (currently outstanding in the principal amount of $61,530,000), both, of which, are general obligations of the City. The City treats the obligations thereof under Amendment No. 772 (i) as exempt from the general constitutional debt limitation and (ii) as subject to the special constitutional debt limit under Amendment No. 772.



- 305 -

DEBT RATIOS:

The following table shows the City's ratio of debt to assessed value and debt per capita:

Ratio of Net

Gross Less Bonded Debt Net Bonded

Fiscal Census Assessed Bonded Debt Service Net Bonded To Assessed Dept per

Year Year Number Value* Debt** Funds Debt Value Capita

2005 2000 242,820 2,515,810,000 543,705,000 51,208,000 492,497,000 19.58% 2,028$

2006 2000 242,820 2,567,735,000 519,190,000 45,161,000 474,029,000 18.46% 1,952$

2007 2000 242,820 2,631,971,182 602,845,000 44,153,000 558,692,000 21.23% 2,301$

2008 2000 242,820 2,810,565,632 566,565,000 43,205,000 523,360,000 18.62% 2,155$

2009 2000 242,820 2,937,624,552 537,850,000 40,175,000 497,675,000 16.94% 2,050$

2010 2000 242,820 2,880,265,253 436,685,000 36,317,088 400,367,912 13.90% 1,649$

2011 2010 212,237 2,826,110,356 469,445,000 32,191,620 437,253,380 15.47% 2,060$

2012 2010 212,237 2,755,748,375 431,725,000 29,668,690 402,056,310 14.59% 1,894$

2013 2010 212,237 2,689,227,218 463,220,535 23,538,147 439,682,388 16.35% 2,072$

2014 2010 212,237 2,705,994,960 434,980,535 22,694,460 412,286,075 15.24% 1,943$

**Does not include revenue warrants and capitalized leases.

Population

Ratio of Net General Obligation Bonded Debt to

Assessed Value and Net Bonded Debt Per Capita

Last Ten Fiscal Years

*Source: Jefferson County Tax Assessor and Department of Revenue; Shelby County Property Tax Commissioner

and Judge of Probate

APPEND

ICES

APPENDICES

BUD

GETED

REVEN

UES

AND

APPRO

PRIATIO

NS

BUDGETED REVENUESAND APPROPRIATIONS



- 307 -

APPENDIX A

SCHEDULES OF GENERAL FUND REVENUES AND EXPENDITURES AND ENCUMBRANCES

The following schedules list the revised revenue estimates versus actual revenue received for fiscal year 2014; the council amended appropriations versus actual expenditures and encumbrances for fiscal year 2014; and a comparison of actual expenditures and encumbrances for the last two fiscal years which ended June 30, 2013 and June 30, 2014 respectively.



- 308 -

BUDGETED REVENUE

To determine the projected revenue of FY 2014 the following information was considered: FY 2014 revised revenue estimates; actual revenue from prior fiscal years; trend analysis; the economic outlook at the local state and national levels; and the laws in existence at the time the projections were made.

The Birmingham City Code requires that the estimated receipts from each revenue

source for FY 2015 should not exceed the percentage that the estimated revenue in FY 2014 exceeded the actual amount received for that same revenue source in FY 2013. An exception to this is the revenue estimate from ad valorem taxes on real estate and tangible personal property. The estimated revenue from these sources should not be higher than the average percentage of the taxes collected in the last three years. By using these guidelines, legal maximums were established for each revenue source. These maximums and trend data were used unless some law, ordinance or economic condition would not permit such.

The following is a description of some of the major revenue sources for the City of

Birmingham: Ad Valorem Taxes: All ad valorem taxes levied by the state, county and any municipality in Jefferson

County are assessed by the Tax Assessor and collected by the Tax Collector of Jefferson County.

In Jefferson County the Tax Assessor is paid ½ of 1% for assessing the property, the

Tax Collector is paid ½ of 1% for collecting the ad valorem taxes; and the remaining is distributed to the state, counties and municipalities. Deducted from the City’s portion are amounts for the Birmingham Transit Authority (10% of the ad valorem taxes collected within the City), Board of Health (prorated share of Health Department’s budget based on a population factor) and property reappraisal is prorated.

410-001 County Tax Collection—Ad valorem taxes are levied on both real and

personal property located within the city limits. All municipalities in Alabama are authorized to levy a .05 mill tax upon real and personal property located within their corporate limits computed on the value assessed for state and county taxation.

410-006 Library Share—Revenue derived from special property tax of five one

hundredths of one per centum on the value of taxable property within the city is assessed for state taxation to be used exclusively for public library purposes in the city.

Sales and Use Taxes 415-001 Sales Tax-Gross Receipts—Taxes on retail sales of merchandise. The tax

rates are 4% for general merchandise and 2% on automotive vehicles and machinery.



- 309 -

415-001 Use Tax—Consumer’s and seller’s use tax on storage, use and other consumption in the city of tangible personal property. The tax rates are 3% for general merchandise and 1% on automotive vehicles and machinery.

Occupational Tax 417-001 Occupational License Tax—Employers are required to make a payroll

deduction at the rate of 1% on all wages or earnings paid to employees for work done within the corporate limits of the City of Birmingham.

Business Licenses and Permits 420-001 General Business License—Business license tax is based on gross receipts,

numbers of employees, etc., at various rates of taxation(excluding public utilities and businesses selling liquor, wine and beer).

420-002 Public Utilities—Business license tax on business and freight lines, power

companies, gas companies, jitneys, railroads, taxicabs, telephone and telegraph companies. These businesses pay a license tax of 3% of gross receipts derived from residents of the City. In addition, they pay 1 ½% of gross receipts derived from residents located in the police jurisdiction.

420-005 Liquor—A monthly business license tax on establishments selling liquor.

Alcohol beverage manufacturers, importers, wholesalers and warehousers pay 1/10 of 1% of the gross receipts received each month. Restaurants, clubs and lounges pays 3% of gross receipts each month derived from liquor sales.

420-006 Liquor and Wine—Annual business license tax on establishments selling

liquor, wine and beer. 420-007 Table Wine Tax—Revenue collected monthly from wine wholesalers at the

rate of 5% of the wholesale cost of wine delivered at retail. 422-001 Lease or Rental Tax—A business license tax on businesses renting and/or

leasing tangible personal property located in the city. The tax rate is 1% on general merchandise and ½ of 1% on automotive vehicles and machinery.

Non-Business License and Permits 430-001 Building Permits—Revenue derived from the inspection work done on

buildings to ensure structures comply with the Southern Building Code. A fee is assessed from $10 to $25 for a valuation of $100 to $4,999 and above, the fee shall be ½ of 1% of the estimated valuation.



- 310 -

430-002 Electrical Inspection Fees—Revenue derived from the inspection of electrical work done on buildings or structures.

Fines 438-001 Municipal Court Fines—Fine and forfeitures for the violation of a municipal

ordinance. When a defendant fails to appear pursuant to a ticket or summons issued to him, the Municipal Judge has the power to fine a defendant up to a maximum of $500 plus court costs.

438-003 Traffic Citations—Revenue derived from fines assessed for traffic and parking

citations. 438-004 Partial Payments--Fine and forfeitures for the violation of a municipal

ordinance. When a defendant is unable to pay his fine, based on the conviction, the Municipal Judge may order that a defendant be placed on probation and pays his fine over time.

438-007 Municipal Court Corrections Fund—Money received from traffic violations and

fines pay the fees of counsel, court reporters, clerks, registrars, and other necessary expenses of indigent defense as are provided by law. Each fine carries a $7 fee to be used for indigent care.

Charges for Service 453-008 Parking Authority—Revenue collected by the Parking Authority for operation

of parking facilities. This revenue is used to retire the outstanding debt service on the parking decks.

450-001 Accident and Offense Reports--Revenue received by the Police Department for

making photocopies of accident and offense reports. Currently the charge is $3.00 per copy. 450-002 Auto Storage—Charges for storing of abandoned and stolen vehicles within the

corporate limits of Birmingham. Property is impounded by the Police Department. 451-001 Streets, Sidewalks and Curb Repair—Revenue derived from repairing utility

cuts on public streets. Currently, Public Works charges $40 per square yard to repair utility cuts in streets and sidewalks. Curb repair is $7 per linear foot.

452-003 Parking Meters—Daily charges for parking on public streets.

451-015 Landfill Charges--Revenue derived from monthly charge received for disposal of solid wastes or material at City landfills. Charges are billed and collected by the Public Works Department. The charge is based on weight of material disposed. Currently, for City



- 311 -

businesses the rate is $5.75 per ton for garbage, $24 per ton for tires and $200 per ton for asbestos. For non-City businesses the rates are 1 ½ times the City business rates.

452-001 Admission Fees—Revenue derived from charges for admission to certain

events at Park and Recreation facilities, Arlington and Boutwell Auditorium. Federal Revenue 455-018 FEMA Cost Reimbursement-Revenue received from billing FEMA for

expenses from disaster relief efforts. Shared State Revenue 446-001 Bank Excise Tax—Revenue derived from excise taxes for the privilege of

engaging in the state in the business of banking and/or conducting a financial institution. This revenue is derived from taxing 6% of the taxable net income of financial institutions. The revenue is distributed by the State Department of Revenue after deducting all operating expenses associated with collection. Of the balance, 25% goes to the counties where the financial institutions are located; 50% goes to the cities where the financial institutions are located. The remainder goes into the State’s General Fund.

446-002 Motor Vehicle License—Revenue collected by the County Director of

Revenue from motor vehicle license taxes and registration fees where the owner of the motor vehicle resides in the city. This revenue is exclusively for maintenance. Construction and improvement of public highways and streets.

447-001 County Gasoline Tax—Revenue derived from county gasoline tax levied on

persons selling, delivering or storing gasoline in the City at the rate of $.01 per gallon. Proceeds are restricted for the cost of construction, reconstruction, maintenance and repair of public roadways. Each municipality of the county within the corporate limits where the gasoline was delivered receives a part of the proceeds.

447-002 County Tobacco Tax—revenue derived from selling, storing or delivering any

cigarettes or smoking tobacco in the city limits. The tax levied as two cents on each package of cigarettes not containing more than twenty cigarettes and two cents for each additional twenty or fractional part. The tax is distributed as follows: 1/2 to Civic Center; 1/8 to County; and balance to municipalities based on population.

447-004 County Road Tax—Funds received from County levy for the purpose of

constructing, repairing or maintaining roads and highways. Municipalities receive one-half of the money collected on this tax on property located in each municipality.



- 312 -

447-006 Statewide Uniform Beer Tax—Revenue derived from a business who sells, stores or receives for distribution beer within the City. The tax is a consumer tax and is collected by the wholesaler.

Miscellaneous Revenue 478-003 Airport Expense—Reimbursement from the Airport Operating Fund for police

officers’ and firemen’s salaries and uniforms. Also includes intergovernmental service expenses.

478-002 Airport Lease Payment—Funds due the City from the Birmingham Airport

Authority for leasing the Birmingham International Airport. 478-025 Adjustment of Prior Years Encumbrances—Credit for purchase orders issued

in prior fiscal years which are closed or paid in the current fiscal year for an amount less than originally encumbered.



- 313 -

FY 2014 BUDGET

FY 2014 ACTUAL

OVER (UNDER) BUDGET

PERCENT RECEIVED

410-001 Real Property $20,000,000.00 $20,205,161.17 $205,161.17 101.03

410-002 Personal Property 1,400,000.00 1,792,010.35 392,010.35 128.00

410-003 Redemptions 450,000.00 508,251.09 58,251.09 112.94

410-004 Land Sales 45,000.00 143,807.93 98,807.93 319.57

410-006 Library Share 1,200,000.00 1,258,281.55 58,281.55 104.86

$23,095,000.00 $23,907,512.09 $812,512.09 103.52

415-001 Sales Tax $111,168,000.00 $109,839,789.09 ($1,328,210.91) 98.81

415-011 Use Tax 34,000,000.00 35,553,978.02 1,553,978.02 104.57

$145,168,000.00 $145,393,767.11 $225,767.11 203.38

417-001 Occupational License $79,000,000.00 $78,654,088.94 ($345,911.06) 99.56

$79,000,000.00 $78,654,088.94 ($345,911.06) 99.56

422-001 Lease or Rental Tax $6,420,000.00 $5,887,998.25 ($532,001.75) 91.71

423-001 Lodging Tax 2,400,000.00 2,416,833.41 16,833.41 100.70

$8,820,000.00 $8,304,831.66 ($515,168.34) 94.16

420-001 General Business Licenses $63,500,000.00 $62,942,898.79 ($557,101.21) 99.12

420-002 Public Utilities Tax 17,514,380.00 17,621,739.99 107,359.99 100.61

Total Sales and Use Taxes

417 OCCUPATIONAL TAX

Total Occupational Tax

422 LEASE OR RENTAL TAX

Total Lease or Rental Tax

420 BUSINESS LICENSE

CITY OF BIRMINGHAM GENERAL FUNDSCHEDULE OF REVENUES - BUDGET AND ACTUAL

FOR THE YEAR ENDED JUNE 30, 2014

TAXES:

410 AD VALOREM TAXES

Total Ad Valorem Taxes

415 SALES AND USE TAXES



- 314 -

FY 2014 BUDGET

FY 2014 ACTUAL

OVER (UNDER) BUDGET

PERCENT RECEIVED

420-003 Beer Wholesale Tax 1,000.00 1,141.25 141.25 114.13

420-004 Beer Retail Tax 27,000.00 30,399.51 3,399.51 112.59

420-005 Liquor Tax 1,200,000.00 1,148,095.77 (51,904.23) 95.67

420-006 Liquor & Wine Tax 162,000.00 157,565.48 (4,434.52) 97.26

420-007 Table Wine Tax 190,000.00 167,995.81 (22,004.19) 88.42

420-015 Dance Permits 40,000.00 34,800.00 (5,200.00) 87.00

$82,634,380.00 $82,104,636.60 ($529,743.40) 99.36

$338,717,380.00 $338,364,836.40 ($352,543.60) 99.90

430-001 Building Permits $3,524,000.00 $4,267,414.75 $743,414.75 121.10

430-002 Electrical Inspection Fees 110,000.00 127,573.38 17,573.38 115.98

430-003 Elevator Permits 8,000.00 5,930.00 (2,070.00) 74.13

430-005 Plumbing Permits 15,000.00 11,753.00 (3,247.00) 78.35

430-006 Gas Permits 30,000.00 34,994.38 4,994.38 116.65

430-007 Blasting Permits 1,000.00 1,700.00 700.00 170.00

430-009 Excavation Permits 180,000.00 146,199.00 (33,801.00) 81.22

430-010 Clearing & Earthw ork Permits 30,000.00 45,125.00 15,125.00 150.42

430-012 Billboard Permits 50,000.00 59,191.00 9,191.00 118.38

430-013 Mechanical Permits 40,000.00 30,367.90 (9,632.10) 75.92

430-015 Civil Construction Permits 1,000.00 2,300.00 1,300.00 230.00

430-016 Demolition Permits 30,000.00 50,207.19 20,207.19 167.36

430-017 Curb Cut Permit 10,000.00 12,325.00 2,325.00 123.25

430-018 Excavation Permit-Private 30,000.00 14,000.00 (16,000.00) 46.67

430-020 Garage Sale Permit 400.00 525.00 125.00 131.25

430-021 House Move Permit 100.00 0.00 (100.00) 0.00

430-022 Motor Fuel Dispenser Permit 5,000.00 6,900.00 1,900.00 138.00

430-023 Special Use Permit 4,500.00 3,850.00 (650.00) 85.56

430-024 Trade Licensing 40,000.00 41,640.00 1,640.00 104.10

430-026 After Hours Inspections Fees 15,000.00 20,000.00 5,000.00 133.33

430-050 Bingo Application Fees 0.00 1,500.00 1,500.00 100.00

430-052 Food Truck/Push Cart Permit 0.00 540.00 540.00 100.00

430-099 Other Permits 30,000.00 21,417.53 (8,582.47) 71.39

Total Business License

Total Taxes and Licenses

430 NON-BUSINESS PERMITS





- 315 -

FY 2014 BUDGET

FY 2014 ACTUAL

OVER (UNDER) BUDGET

PERCENT RECEIVED

$4,154,000.00 $4,905,453.13 $751,453.13 118.09

438-001 Municipal Court Fines $1,900,000.00 $1,272,969.22 ($627,030.78) 67.00

438-003 Traff ic Citations 700,000.00 864,941.29 164,941.29 123.56

438-004 Partial Payments 0.00 42.50 42.50 100.00

438-011 CRO Drug Testing Fee 165,000.00 174,175.00 9,175.00 105.56

438-012 CRO Rescheduling Fees 2,000.00 3,130.00 1,130.00 156.50

438-025 Parking Lot Fees 70,000.00 57,827.30 (12,172.70) 82.61

438-033 Court Appeal Fees 0.00 150.00 150.00 100.00

438-050 Defensive Driving School Fees 50,000.00 108,695.26 58,695.26 217.39

438-051 DWI 125,000.00 217,184.59 92,184.59 173.75

438-099 Other Miscellaneous Fees 0.00 3,396.00 3,396.00 100.00

$3,012,000.00 $2,702,511.16 ($309,488.84) 89.72

439-001 Library Fines - Library Fines $100,000.00 $98,913.21 ($1,086.79) 98.91

440-001 False Alarm Fines - False Alarm Fines 5,000.00 27,300.00 22,300.00 546.00

$105,000.00 $126,213.21 $21,213.21 120.20

$7,271,000.00 $7,734,177.50 $463,177.50 106.37

450-001 Accident and Offense Reports $150,000.00 $134,737.00 ($15,263.00) 89.82

450-002 Auto Storage 500,000.00 473,215.50 (26,784.50) 94.64

450-005 Court Ordered Restoration 1,000.00 467.05 (532.95) 46.71

450-007 Photo Lab Fees 100.00 0.00 (100.00) 0.00

450-008 E911 Cost Reimbursement 3,000,000.00 3,402,465.76 402,465.76 113.42

CHARGES FOR SERVICES

450 PUBLIC SERVICE

OTHER FINES



Total Other Fines

Total for Permits and Fines

Total Non-Business Permits:

438 MUNICIPAL COURT COLLECTIONS

Total Municipal Court Collections



- 316 -

FY 2014 BUDGET

FY 2014 ACTUAL

OVER (UNDER) BUDGET

PERCENT RECEIVED

450-012 Advanced Life Support Transports 3,400,000.00 2,977,723.91 (422,276.09) 87.58

450-013 Domestic Violence Fees 50,000.00 31,498.00 (18,502.00) 63.00

450-014 Housing Authority Reimbursement 700,000.00 674,599.68 (25,400.32) 96.37

450-016 Application Fees-Ambulance Cos. 1,500.00 750.00 (750.00) 50.00

450-017 Inspection Fees-Ambulance Cos. 0.00 875.00 875.00 100.00

450-018 Fire Hydrant Rental 1,000.00 6,096.00 5,096.00 609.60

450-019 Fire Permits & Inspections 4,000.00 5,805.00 1,805.00 145.13

450-020 After Hours Fire Inspection Fees 20,000.00 22,950.00 2,950.00 114.75

450-021 Fire Department Report Fees 6,000.00 9,997.45 3,997.45 166.62

450-030 Parking Meters 1,200,000.00 990,420.57 (209,579.43) 82.54

450-099 Other Charges 0.00 36,831.46 36,831.46 100.00

$9,033,600.00 $8,768,432.38 ($265,167.62) 97.06

451-001 Streets, Sidew alks, Curb Repairs $5,800.00 $5,720.00 ($80.00) 98.62

451-009 Weed Control Fees 15,000.00 (323,716.20) (338,716.20) (2,158.11)

451-011 Garbage Special Services 500.00 65.00 (435.00) 13.00

451-013 Junk Sales 2,000.00 11,856.00 9,856.00 592.80

451-015 Landfill Charges 400,000.00 105,847.19 (294,152.81) 26.46

451-099 Other Charges-Street & Environ. 0.00 197,137.48 197,137.48 100.00

$423,300.00 -$3,090.53 ($426,390.53) (0.73)

452-001 Admission Fees $53,000.00 $75,247.51 $22,247.51 141.98

452-002 Concessions 95,000.00 112,598.77 17,598.77 118.53

452-003 Parking Fees 257,000.00 307,717.14 50,717.14 119.73

452-004 Rent 594,500.00 765,265.57 170,765.57 128.72

452-005 Drink Machines 0.00 44.60 44.60 100.00

452-007 Gift Shop 4,500.00 4,107.40 (392.60) 91.28

452-008 Lunches 50,000.00 41,621.18 (8,378.82) 83.24

452-012 Concession Revenue from Arena 20,000.00 4,290.76 (15,709.24) 21.45

Total for Streets and Environmental

452 CULTURE AND RECREATION

Total for Public Service

451 STREETS AND ENVIRONMENTAL





- 317 -

FY 2014 BUDGET

FY 2014 ACTUAL

OVER (UNDER) BUDGET

PERCENT RECEIVED

452-031 Rental Rev from Arena 50,000.00 53,035.35 3,035.35 106.07

452-032 Rental Revenue Multi-Purpose Rm 15,000.00 9,300.00 (5,700.00) 62.00

452-033 Retail Rental 0.00 3,250.00 3,250.00 100.00

452-034 Rental Rev from Flea Market 20,000.00 1,228.00 (18,772.00) 6.14

452-099 Other Charges-Culture & Rec 262,000.00 204,454.12 (57,545.88) 78.04

$1,421,000.00 $1,582,160.40 $161,160.40 111.34

453-001 Subdivision Fees $20,000.00 $19,051.69 ($948.31) 95.26

453-002 Zoning Fees 10,000.00 12,800.00 2,800.00 128.00

453-008 Parking Authority 680,000.00 1,284,594.76 604,594.76 188.91

453-010 Franchise Fees 450,000.00 248,568.00 (201,432.00) 55.24

453-011 Right-of-Way Fiber Optic Fee 400,000.00 180,177.90 (219,822.10) 45.04

453-012 Zoning Board Adjustments 15,000.00 19,250.00 4,250.00 128.33

$1,575,000.00 $1,764,442.35 $189,442.35 112.03

$12,452,900.00 $12,111,944.60 ($340,955.40) 97.26

INTERGOVERNMENTAL REVENUE

445-018 FEMA Reimbursement $0.00 $934,955.07 $934,955.07 (100.00)

$0.00 $934,955.07 $934,955.07 (100.00)

446-001 Bank Excise Tax $1,200,000.00 $1,350,416.61 $150,416.61 112.53

446-002 Motor Vehicle License 600,000.00 632,992.35 32,992.35 105.50

446-003 Share of State Liquor Profits 100,000.00 0.00 (100,000.00) 0.00

446-007 State Table Wine Tax 1,000.00 0.00 (1,000.00) 0.00

445 FEDERAL INTERGOVERNMENTAL REVENUE

Total for Federal Intergovernmental Revenue

446 STATE INTERGOVERNMENTAL REVENUE

Total for Culture and Recreation

453 GENERAL GOVERNMENT

Total for General Government

Total for Charges for Service





- 318 -

FY 2014 BUDGET

FY 2014 ACTUAL

OVER (UNDER) BUDGET

PERCENT RECEIVED

446-008 International Registration Plan Fees 165,000.00 231,539.29 66,539.29 140.33

446-009 Liquor Stores Sales Tax 225,000.00 76,430.79 (148,569.21) 33.97

446-010 Oil Production Privilege Tax 28,000.00 24,604.60 (3,395.40) 87.87

446-015 Business Privilege Tax 2,725,000.00 2,820,527.48 95,527.48 103.51

$5,044,000.00 $5,136,511.12 $92,511.12 101.83

447-001 County Gasoline Tax $1,600,000.00 $1,649,501.61 $49,501.61 103.09

447-002 County Tobacco Tax 250,000.00 186,375.18 (63,624.82) 74.55

447-004 County Road Tax 2,700,000.00 2,576,649.00 (123,351.00) 95.43

447-006 Statew ide Uniform Beer Tax 1,500,000.00 1,590,099.48 90,099.48 106.01

447-007 Sales Tax on Sale of Used Cars 700,000.00 821,474.70 121,474.70 117.35

447-009 Industrial Development Board 80,000.00 0.00 (80,000.00) 0.00

$6,830,000.00 $6,824,099.97 ($5,900.03) 99.91

$11,874,000.00 $12,895,566.16 $1,021,566.16 108.60

470-001 Interest on Investments $300,000.00 $231,590.40 ($68,409.60) 77.20

470-002 Interest on Loans 20,000.00 229.52 (19,770.48) 1.15

470-025 Gain/Loss on Sale of Investments 0.00 (93,958.25) (93,958.25) (100.00)

470-035 Change in Fair Value of Investments 0.00 205,828.09 205,828.09 (100.00)

$320,000.00 $343,689.76 $23,689.76 107.40

Total Intergovernmental Revenue

470 INVESTMENT INCOME

Total Investment Income

Total for State Intergovernmental Revenue

447 LOCAL INTERGOVERNMENTAL REVENUE

Total for Local Intergovernmental Revenue





- 319 -

FY 2014 BUDGET

FY 2014 ACTUAL

OVER (UNDER) BUDGET

PERCENT RECEIVED

475-001 Rent on City Facilities $450,000.00 $613,302.14 $163,302.14 136.29

475-003 Snack Bar Rental 4,000.00 3,924.47 (75.53) 98.11

$454,000.00 $617,226.61 $163,226.61 135.95

476-001 Sale of Equipment $300,000.00 $106,155.95 ($193,844.05) 35.39

476-002 Sale of Property 650,000.00 132,000.00 (518,000.00) 20.31

$950,000.00 $238,155.95 ($711,844.05) 25.07

478-001 Airport Warrants $0.00 $10.00 $10.00 100.00

478-003 Airport Expense Reimbursements 3,700,000.00 4,112,893.26 412,893.26 111.16

478-004 Civil Defense Reimbursements 26,350.00 26,350.00 0.00 100.00

478 008 Insurance Claims 0.00 2,086.73 2,086.73 100.00

478-027 Commission on Toll Phones 40,000.00 79,130.49 39,130.49 197.83

478-034 Income from Recycling 1,000.00 3,298.41 2,298.41 329.84

478-036 Expense Reimbursement 0.00 43,145.11 43,145.11 100.00

478-038 Damage to City Property 167,000.00 374,652.84 207,652.84 224.34

478-047 Credit Card Convenience Fees 19,000.00 40,260.00 21,260.00 211.89

478-050 Prescription Drug Rebate 455,000.00 0.00 (455,000.00) 0.00

478-060 Inventory Adjustments 0.00 (295,424.72) (295,424.72) (100.00)

478-099 Other Miscellaneous Revenue 1,906,678.36 252,569.82 100.00 100.00

$6,315,028.36 $4,638,971.94 ($1,676,056.42) 73.46

$8,039,028.36 $5,838,044.26 ($2,200,984.10) 72.62

Total Proceeds from Sale of Assets

478 MISCELLANEOUS REVENUE

Miscellaneous Revenue Total

Total Miscellaneous Revenue

475 RENTAL INCOME

Total Rental Income

476 PROCEEDS FROM SALE OF ASSETS





- 320 -

FY 2014 BUDGET

FY 2014 ACTUAL

OVER (UNDER) BUDGET

PERCENT RECEIVED

490-031 Transfers In from Neighborhood Allocation $500.00 $500.00 $0.00 100.00

490-047 Transfers In from Fuel Tax Fund 64,805.17 64,805.17 0.00 100.00

490-102 Transfers In from Cap Improvement Fund 5,906,996.99 5,906,996.99 0.00 $100.00

$5,972,302.16 $5,972,302.16 $0.00 100.00

$384,326,610.52 $382,916,871.08 ($1,409,739.44) 99.63Revenue Grand Totals

TRANSFERS

Transfers





- 321 -

AMOUNTFY 2014 FY 2014 (OVER)/UNDER PERCENTBUDGET ACTUAL BUDGET EXPENDED

CITY DEPARTMENTS

Auditorium 01:

Personnel Services $909,583.00 $894,066.10 $15,516.90 98.29

Repairs & Maintenance 12,500.00 11,888.77 611.23 95.11

Supplies 27,204.00 18,029.12 9,174.88 66.27

Professional 6,076.00 4,010.01 2,065.99 66.00

Utilities 289,000.00 230,893.32 58,106.68 79.89

Rental Expenses 3,220.00 2,413.99 806.01 74.97

General & Administrative 16,628.00 13,296.73 3,331.27 79.97

Total $1,264,211.00 $1,174,598.04 $89,612.96 92.91

CrossPlex at Fair Park 02:

Personnel Services $1,272,226.00 $1,839,730.13 ($567,504.13) 144.61

Repairs & Maintenance 68,623.00 31,266.17 37,356.83 45.56

Supplies 54,152.81 34,029.52 20,123.29 62.84

Professional 80,476.47 52,837.14 27,639.33 65.66

Utilities 608,640.00 919,408.67 (310,768.67) 151.06

Rental Expenses 24,817.56 15,429.48 9,388.08 62.17


Total $2,273,402.00 $2,989,297.90 ($715,895.90) 131.49

City Clerk 07:


Supplies 8,699.80 5,001.01 3,698.79 57.48

Professional 870,486.10 684,133.85 186,352.25 78.59

Rental Expenses 349,901.91 276,855.83 73,046.08 79.12


Total $2,270,324.69 $1,864,073.48 $406,251.21 82.11

CITY OF BIRMINGHAM GENERAL FUNDSCHEDULE OF EXPENDITURES AND ENCUMBRANCES - BUDGET AND ACTUAL


DEPARTMENT



- 322 -


City Council 10:

Personnel Services $2,432,102.00 $2,111,323.85 $320,778.15 86.81


Supplies 45,134.31 34,416.69 10,717.62 76.25

Professional 717,963.71 694,717.14 23,246.57 96.76

Rental Expenses 11,324.17 8,156.34 3,167.83 72.03


Capital Outlay 72,734.07 67,530.49 5,203.58 92.85

Total $3,643,185.00 $3,222,791.05 $420,393.95 88.46

Community Development 13:


Supplies 1,589.00 0.00 1,589.00 0.00

Professional 367.00 310.83 56.17 84.69

General & Administrative 587.00 200.00 387.00 34.07

Total $631,796.00 $509,711.36 $122,084.64 80.68

Planning, Engineering and Permits 16:



Supplies 24,767.93 19,476.30 5,291.63 78.64

Professional 215,349.00 167,968.43 47,380.57 78.00

Utilities 616,660.00 649,368.19 (32,708.19) 105.30

Rental Expenses 44,300.00 38,348.08 5,951.92 86.56


Total $12,151,933.00 $11,850,362.56 $301,570.44 97.52



DEPARTMENT



- 323 -


Finance 19:



Supplies 77,035.72 65,612.43 11,423.29 85.17

Professional 1,654,810.76 1,360,624.31 294,186.45 82.22

Utilities 9,313.00 16,403.69 (7,090.69) 176.14

Rental Expenses 48,953.04 42,764.95 6,188.09 87.36

General & Administrative 1,150,337.65 1,100,040.85 50,296.80 95.63

Capital Outlay 25,461.00 21,461.00 4,000.00 84.29

Total $10,656,318.00 $9,876,269.43 $780,048.57 92.68

Fire 22:



Supplies 708,771.69 649,319.49 59,452.20 91.61

Professional 160,249.62 145,172.40 15,077.22 90.59

Utilities 708,000.38 849,763.28 (141,762.90) 120.02

Rental Expenses 1,246,662.00 1,217,716.71 28,945.29 97.68


Capital Outlay 66,568.60 65,890.30 678.30 98.98

Total $57,170,253.70 $56,828,283.93 $341,969.77 99.40

Law 28:



Supplies 84,531.62 78,866.18 5,665.44 93.30

Professional 1,270,516.08 1,134,402.88 136,113.20 89.29

Rental Expenses 14,032.60 12,117.82 1,914.78 86.35


Total $6,862,046.99 $5,853,168.96 $1,008,878.03 85.30



DEPARTMENT



- 324 -


Mayor's Office 31:



Supplies 95,704.81 90,467.62 5,237.19 94.53

Professional 392,303.75 374,968.41 17,335.34 95.58

Communications 500.00 301.50 198.50 0.00

Rental Expenses 137,229.92 133,215.86 4,014.06 97.07


Contributions to Boards & Agencies 130,599.00 95,995.97 34,603.03 73.50

Capital Outlay 10,000.00 10,000.00 0.00 100.00

Total $7,998,499.00 $7,642,426.38 $356,072.62 95.55

Equipment Management 34:



Fleet Expenses 10,600,194.00 10,039,230.68 560,963.32 94.71

Supplies 21,829.00 15,909.12 5,919.88 72.88

Professional 13,190.00 9,648.00 3,542.00 73.15

Utilities 202,234.00 210,421.75 (8,187.75) 104.05

Rental Expenses 3,560.00 3,530.62 29.38 99.17


Capital Outlay 41,301.00 41,301.00 0.00 100.00

Total $17,049,679.66 $16,205,479.95 $844,199.71 95.05

Information Management Services 37:



Supplies 18,488.00 7,449.51 11,038.49 40.29

Professional 584,400.00 371,945.30 212,454.70 63.65

Communications 3,686,604.00 3,646,230.02 40,373.98 98.90

Rental Expenses 756,892.99 745,472.11 11,420.88 98.49


Utilities 6,260.07 6,260.07 0.00 100.00

Capital Outlay 11,748.74 11,748.74 0.00 100.00

Total $10,383,580.00 $10,104,096.79 $279,483.21 97.31



DEPARTMENT



- 325 -


Human Resources 42:



Supplies 12,435.44 9,249.32 3,186.12 74.38

Professional 5,859,764.56 5,107,381.91 752,382.65 87.16

Utilities 1,164.00 896.10 267.90 76.98

Rental Expenses 6,348.00 4,222.99 2,125.01 66.52


Contributions to Boards & Agencies 5,000.00 5,000.00 0.00 100.00

Total $8,104,478.00 $7,149,394.96 $955,083.04 88.22

Police 43:

Personnel Services $85,514,382.00 $87,313,682.84 ($1,799,300.84) 102.10


Supplies 946,992.71 736,960.06 210,032.65 77.82

Professional 864,689.48 757,162.56 107,526.92 87.56

Utilities 891,782.95 997,787.14 (106,004.19) 111.89

Communications 177,807.00 121,845.00 55,962.00 68.53

Rental Expenses 736,024.00 587,571.77 148,452.23 79.83


Capital Outlay 32,834.13 0.00 32,834.13 0.00

Total $89,766,511.70 $90,982,975.54 ($1,216,463.84) 101.36

Municipal Court 46:



Supplies 54,960.00 35,110.77 19,849.23 63.88

Professional 151,625.00 160,794.28 (9,169.28) 106.05

Utilities 77,478.00 70,183.52 7,294.48 90.59

Rental Expenses 18,555.04 10,639.31 7,915.73 57.34


Total $4,475,381.00 $4,424,572.15 $50,808.85 98.86



DEPARTMENT



- 326 -


Public Works 49:

Personnel Services $48,580,906.00 $46,183,616.60 $2,397,289.40 95.07

Repairs & Maintenance 3,563,834.54 2,903,402.69 660,431.85 81.47

Supplies 591,438.45 548,688.86 42,749.59 92.77

Professional 311,337.36 171,392.76 139,944.60 55.05

Utilities 1,258,331.70 1,168,439.49 89,892.21 92.86

Rental Expenses 220,056.70 198,570.74 21,485.96 90.24


Contributions to Boards & Agencies 15,000.00 0.00 15,000.00 0.00

Capital Outlay 1,715,461.65 1,521,269.85 194,191.80 88.68

Total $56,694,528.46 $53,125,795.51 $3,568,732.95 93.71

Traff ic Engineering 52:



Supplies 9,048.58 8,807.01 241.57 97.33

Professional 262,404.83 207,804.98 54,599.85 79.19

Utilities 5,522,893.12 6,279,729.32 (756,836.20) 113.70

Rental Expenses 5,549.28 3,990.41 1,558.87 71.91


Capital Outlay 12,787.21 12,497.50 289.71 97.73

Total $10,289,744.25 $10,901,488.15 ($611,743.90) 105.95

Total City Departments $301,685,872.45 $294,704,786.14 $6,981,086.31 97.69



DEPARTMENT



- 327 -


Arlington 74:

Personnel Services $401,031.00 $419,317.19 ($18,286.19) 104.56


Supplies 42,614.50 37,151.70 5,462.80 87.18

Professional 25,466.42 24,787.45 678.97 97.33

Utilities 53,698.00 61,944.80 (8,246.80) 115.36

Rental Expenses 828.00 475.08 352.92 57.38

General & Administrative 2,889.08 2,888.15 0.93 99.97

Total $527,957.00 $547,931.26 ($19,974.26) 103.78

Library 77:



Supplies 823,970.24 823,964.78 5.46 100.00

Professional 397,126.40 392,651.80 4,474.60 98.87

Utilities 840,279.60 831,455.50 8,824.10 98.95

Communications 164,015.00 162,858.54 1,156.46 99.29

Rental Expenses 99,462.00 96,219.61 3,242.39 96.74



Total $15,101,893.00 $14,619,157.57 $482,735.43 96.80

INDEPENDENT BOARDS, COMMISSIONS & ASSOCIATIONS WITH EXTENSIVE BUDGETARY & ADMINISTRATIVE SUPPORT



DEPARTMENT



- 328 -


Museum of Art 80:



Supplies 6,994.00 6,566.35 427.65 93.89

Professional 12,199.00 2,259.58 9,939.42 18.52

Utilities 765,000.00 807,505.93 (42,505.93) 105.56


Total $3,106,051.00 $3,143,929.52 ($37,878.52) 101.22

Park and Recreation 83:



Supplies 139,474.45 123,763.98 15,710.47 88.74

Professional 128,708.24 99,761.00 28,947.24 77.51

Utilities 3,028,490.00 3,132,898.31 (104,408.31) 103.45

Rental Expenses 24,735.84 18,215.87 6,519.97 73.64


Fleet Expenses 170.00 170.00 0.00 100.00

Total $11,326,471.00 $11,022,215.36 $304,255.64 97.31

Southern Museum of Flight 85:


Repairs & Maintenance 934.00 838.53 95.47 89.78

Supplies 2,543.00 1,570.94 972.06 61.78

Professional 110,663.00 110,381.83 281.17 99.75

Utilities 92,412.00 100,582.16 (8,170.16) 108.84

Rental Expenses 1,800.00 752.88 1,047.12 41.83

General & Administrative 12,089.00 368.00 11,721.00 3.04

Total $750,832.00 $702,872.17 $47,959.83 93.61

DEPARTMENT





- 329 -


Sloss Furnaces 88:



Supplies 6,532.00 4,767.35 1,764.65 72.98

Professional 2,500.00 1,206.69 1,293.31 48.27

Utilities 52,640.00 63,109.93 (10,469.93) 119.89

Rental Expenses 3,800.00 2,358.79 1,441.21 62.07


Total $531,408.00 $412,040.33 $119,367.67 77.54

$31,344,612.00 $30,448,146.21 $896,465.79 97.14

Non Departmental Expenses Required:

506-002 Pensioners Health Insurance $1,693,320.00 $941,292.47 $752,027.53 55.59

506-025 Health Insurance Shortfall 630,000.00 (36.84) 630,036.84 (0.01)

507-001 Employee Auto Insurance 850.00 867.86 (17.86) 102.10

507-002 Employee Parking 605,000.00 587,082.00 17,918.00 97.04

507-080 Unemployment Compensation 300,000.00 210,196.10 89,803.90 70.07

507-085 Workman's Compensation 770,465.00 781,309.36 (10,844.36) 101.41

527-004 Bank Custodial Services 445,000.00 457,125.12 (12,125.12) 102.72

527-010 Commission Expenses 40,000.00 7,913.97 32,086.03 19.78

527-014 Consulting Fees 175,000.00 122,176.40 52,823.60 69.82

527-041 Legislative Expense 379,601.00 359,601.00 20,000.00 94.73

527-050 Other Professional Services 1,464,235.00 1,416,482.26 47,752.74 96.74

534-037 Lodging Tax Expense 833,334.00 1,033,171.33 (199,837.33) 123.98

534-044 Municipal Expansion 5,000.00 0.00 5,000.00 0.00

534-068 Stormw ater Fees 45,000.00 28,105.31 16,894.69 62.46

542-001 Council Discretionary Projects 449,240.66 417,177.94 32,062.72 92.86

DEPARTMENT

TOTAL INDEPENDENT BOARDS, COMMISSIONS & ASSOCIATIONS WITH EXTENSIVE BUDGETARY & ADMINISTRATIVE SUPPORT





- 330 -


800-031 Tfrs Out Neighborhood Allocations Fund 858,759.34 858,759.34 0.00 100.00

800-102 Tfrs Out Transfer to Capital Imp Fund 3,907,506.20 3,907,506.20 0.00 100.00

800-401 Trfrs Out Transfer to Internal Svc Health 0.00 8,771,379.66 (8,771,379.66) 0.00

96106 Jefferson County Mayor's Assoc. 42,122.00 42,122.00 0.00 100.00

96107 Local Government Leadership 21,500.00 0.00 21,500.00 0.00

96108 National League of Cities 13,400.00 12,468.00 932.00 93.04

96109 U.S. Conference of Mayors 12,242.00 12,242.00 0.00 100.00

96110 Alabama League of Municipalities 24,320.00 24,320.00 0.00 100.00

Total Non Departmental $12,715,895.20 $19,991,261.48 ($7,275,366.28) 157.21

Required

96001 Oak Hill Memorial Cemetery $161,297.00 $161,297.00 $0.00 100.00

96002 Jefferson County Civil Defense 282,276.00 282,275.00 1.00 100.00

96005 Regional Planning Comm of B'ham 128,403.00 128,403.00 0.00 100.00

96006 Jefferson Cnty Brd Equalization 66,192.00 32,205.44 33,986.56 48.65

96007 Jefferson Cnty Personnel Board 2,960,028.00 2,960,028.00 0.00 100.00

96009 Birmingham Housing Authority 39,565.00 39,565.00 0.00 100.00

96010 Greenw ood Cemetery 85,000.00 85,000.00 0.00 100.00

96011 Planning & Zoning Commission 7,200.00 5,950.00 1,250.00 82.64

96012 Jefferson County Civic Center 4,800,588.00 4,800,676.17 (88.17) 100.00

96517 Alabama Jazz Hall of Fame 233,328.00 233,328.00 0.00 100.00

96518 Rickw ood Field 80,000.00 80,000.00 0.00 100.00

96519 B'ham Civil Rights Institute 775,000.00 775,000.00 0.00 100.00

96701 Birmingham Zoo 2,080,000.00 2,080,000.00 0.00 100.00

96768 Railroad Park Foundation 450,000.00 450,000.00 0.00 100.00

Total Non-Departmental Required $12,148,877.00 $12,113,727.61 $35,149.39 99.71

Non Departmental Expenses - Contractual:

96101 Animal Control $884,942.00 $765,852.60 $119,089.40 86.54

96103 Housing for Mentally Ill 175,000.00 86,428.00 88,572.00 49.39

96104 B'ham Regional Emerg Med System 1,321.00 1,321.00 0.00 100.00

96105 U A B Football 225,000.00 225,000.00 0.00 100.00

96112 Magic City Classic 590,000.00 589,686.11 313.89 99.95

DEPARTMENT





- 331 -

AMOUNT

FY 2014 FY 2014 (OVER)/UNDER PERCENT

BUDGET ACTUAL BUDGET EXPENDED

96114 Vulcan Park Foundation 431,500.00 431,500.00 0.00 100.00

96116 Birmingham Bow l 300,000.00 300,000.00 0.00 100.00

Total Non Departmental - Contractual $2,607,763.00 $2,399,787.71 $207,975.29 92.02

Total Non-Departmental $27,472,535.20 $34,504,776.80 ($7,032,241.60) 125.60

Board of Education:

96201 Brd of Ed Community Schools $655,000.00 $655,000.00 $0.00 100.00

96202 Brd of Ed Crossing Guards 92,464.00 92,464.00 0.00 100.00

96203 Brd of Ed Recreation Support Program 32,507.00 32,507.00 0.00 100.00

96205 Brd of Ed Camp Birmingham 85,500.00 85,000.00 500.00 99.42

96206 Brd of Ed Family Education 27,000.00 27,000.00 0.00 100.00

96207 Brd of Ed Coaches & Band Directors 270,000.00 270,000.00 0.00 100.00

96208 Brd of Ed Reading Initiative 362,500.00 362,500.00 0.00 100.00

96210 Brd of Ed Student Safety 180,000.00 180,000.00 0.00 100.00

96211 B'ham Pub School/Cultural Arts 90,000.00 90,000.00 0.00 100.00

96212 Brd of Ed Workforce Development 100,000.00 100,000.00 0.00 100.00

Total Board of Education $1,894,971.00 $1,894,471.00 $500.00 99.97

Transportation:

96301 B'ham Transit Authority $10,800,000.00 $10,800,000.00 $0.00 100.00

96315 Clas Tran 250,000.00 250,000.00 0.00 100.00

Total Transit $11,050,000.00 $11,050,000.00 $0.00 100.00

Youth Programs:

96401 Youth Services $601,630.00 $601,630.00 $0.00 100.00

96403 Police Athletic Team 150,000.00 150,000.00 0.00 100.00

96404 Housing Authority Community Cntr 160,000.00 160,000.00 0.00 100.00

96405 Summer Youth Jobs 200,000.00 200,000.00 0.00 100.00

96406 JCCEO-PING 2,762.00 0.00 2,762.00 0.00

96409 P.I.N.G. Operating Expenses 10,466.00 9,134.26 1,331.74 87.28

DEPARTMENT





- 332 -

AMOUNT



96410 P.I.N.G. Athletic Activities 7,839.00 0.00 7,839.00 0.00

96413 High School Basketball Champion 150,000.00 150,000.00 0.00 100.00

96418 Youth Games 140,000.00 140,000.00 0.00 100.00

Total Youth Programs $1,422,697.00 $1,410,764.26 $11,932.74 99.16

Other Boards & Agencies:

Economic Services

96506 Development Solutions $17,902.00 $17,098.00 $804.00 95.51

96507 Birmingham Business Alliance 137,975.00 137,975.00 0.00 100.00

96508 Operation New Birmingham 715,000.00 715,000.00 0.00 100.00

96509 Construction Industry Authority 200,000.00 200,000.00 0.00 100.00

96510 McWANE Center 159,104.00 159,104.00 0.00 100.00

96512 Urban Impact 82,500.00 82,500.00 0.00 100.00

96514 Birmingham Urban League 87,999.00 87,999.00 0.00 100.00

96515 Birmingham International Center 8,266.00 8,266.00 0.00 100.00

96516 Function at the Junction 58,000.00 58,000.00 0.00 100.00

96520 Titusville Development Corp 31,997.00 31,997.00 0.00 100.00

96523 B'ham Area Technology Leadership 8,888.00 8,888.00 0.00 100.00

96535 Birmingham Film Festival 4,000.00 4,000.00 0.00 100.00

96536 Neighborhood Housing Services 28,530.00 28,530.00 0.00 100.00

96538 Indy Racing League 300,000.00 300,000.00 0.00 100.00

96539 Alabama Center for Architecture 35,000.00 35,000.00 0.00 100.00

Total Economic Services $1,875,161.00 $1,874,357.00 $804.00 99.96

Social Services

96604 Childcare Resources $14,000.00 $14,000.00 $0.00 100.00

96611 Bham Healthcare for the Homeless 13,000.00 13,000.00 0.00 100.00

96612 Meals on Wheels 19,000.00 19,000.00 0.00 100.00

96619 YWCA 36,000.00 36,000.00 0.00 100.00

96620 Sickle Cell Foundation 13,000.00 13,000.00 0.00 100.00

96622 Village Creek Human Justice Env. 150,000.00 150,000.00 0.00 100.00

DEPARTMENT





- 333 -

AMOUNT



96623 Oakmont Substance Abuse Program 30,000.00 30,000.00 0.00 100.00

96624 Agape House 40,000.00 40,000.00 0.00 100.00

96631 Children's Village 75,000.00 75,000.00 0.00 100.00

96632 Crossroads to Intervention 30,000.00 30,000.00 0.00 100.00

96633 Christian Services Mission 37,000.00 30,000.00 7,000.00 81.08

Total Social Services $457,000.00 $450,000.00 $7,000.00 98.47

Other Services

96703 Alabama Symphony $45,000.00 $45,000.00 $0.00 100.00

96704 Ruffner Mountain Agency 200,000.00 200,000.00 0.00 100.00

96710 Auburn Center-Architecture/Urban 7,500.00 0.00 7,500.00 0.00

96711 Veteran's Day 20,000.00 20,000.00 0.00 100.00

96718 CAPS 9,000.00 9,000.00 0.00 100.00

96741 Cultural Alliance 10,000.00 10,000.00 0.00 100.00

96742 Fair Housing Ctr-No AL 19,331.00 19,331.00 0.00 100.00

96749 NAACP 50,000.00 50,000.00 0.00 100.00

96750 Norw ood Resource Center 25,000.00 25,000.00 0.00 100.00

96751 Shadow law n Cemetery 30,000.00 30,000.00 0.00 100.00

96764 American Red Cross 15,000.00 15,000.00 0.00 100.00

96770 50th Anniv of Civil Rights Mvmt 250,000.00 249,630.06 369.94 99.85

96771 North Birmingham Environmental 300,000.00 295,804.46 4,195.54 98.60

96772 Magic City Smooth Jazz 45,000.00 45,000.00 0.00 100.00

96773 Ala Parks and Rec Champ 15,000.00 0.00 15,000.00 0.00

96774 AHSAA-Wrestling 15,000.00 3,370.00 11,630.00 22.47

96775 B'ham-Jeff Food Policy 10,000.00 10,000.00 0.00 100.00

96776 Bethel Ens Action Housing 45,000.00 45,000.00 0.00 100.00

96777 Exchange Club 18,000.00 18,000.00 0.00 100.00

96778 YMCA 40,000.00 40,000.00 0.00 100.00

96779 Taste of 4th Ave Jazz Festival 30,000.00 30,000.00 0.00 100.00

96780 Bass Masters Classic 150,000.00 150,000.00 0.00 100.00

96785 Gulf South Conference 15,000.00 15,000.00 0.00 100.00

Total Other Services $1,363,831.00 $1,325,135.52 $38,695.48 97.16

DEPARTMENT





- 334 -

AMOUNT



Redevelopment/Infrastructure Incentives

545-001 Economic Incentives Incentive Agreements $1,176,972.00 $1,039,663.09 $137,308.91 88.33

95000 Birmingham New s Streetscape 26,126.00 26,125.60 0.40 100.00

95002 Honda Project 194,470.11 194,470.11 0.00 100.00

95003 Phoenix Arts Project 13,048.44 13,048.44 0.00 100.00

95004 TCH 439,632.24 439,632.24 0.00 100.00

95008 Applebee's 104,330.00 82,418.33 21,911.67 79.00

95013 City Federal 46,646.81 46,646.81 0.00 100.00

95016 Grandview Medical Center 243,431.56 243,431.56 0.00 100.00

95018 Harbert Management Corp (HMC) 75,000.00 0.00 75,000.00 0.00

95020 Infinity Call Center 184,878.37 184,878.37 0.00 100.00

95021 Intermark Group Inc. 16,263.00 16,263.00 0.00 100.00

95022 KAMTEK 300,000.00 300,000.00 0.00 100.00

95034 Hollyw ood 280 LLC 80,000.00 33,897.34 46,102.66 42.37

95038 Sav-A-Lot 108,000.00 38,364.86 69,635.14 35.52

95041 New co, LLC-Economic Incentives 100,000.00 100,000.00 0.00 100.00

95042 AL High Sch Athletic Assoc AHSAA 30,000.00 30,000.00 0.00 100.00

95043 Accretive Health, LLC 70,000.00 70,000.00 0.00 100.00

95045 BLOC Global 100,000.00 40,000.00 60,000.00 40.00

95046 Darden's Restaurant/Seasons 52 40,000.00 0.00 18,464.68 87.41

95047 Marino's 146,693.27 128,228.59 40,000.00 0.00

95049 Thorton Enterprises 53,125.00 51,980.38 1,144.62 97.85

95050 Roebuck Anchor Associates 50,000.00 0.00 50,000.00 0.00

95051 Bayer Properties Phase II 125,000.00 39,627.00 85,373.00 31.70

95052 Momentum Telecom 75,000.00 75,000.00 0.00 100.00

95053 Black Market Bar and Grill 25,000.00 25,000.00 0.00 100.00

95055 Dynamic Civil Solutions 20,000.00 20,000.00 0.00 100.00

Total Redevelopment/Infrastructure Incentives$3,843,616.80 $3,238,675.72 $604,941.08 84.26

DEPARTMENT





- 335 -

AMOUNT



Debt Service Principal

700-001 Debt Service Principal $208,935.00 $208,935.00 $0.00 100.00

700-030 Debt Service Series 2012 - RB 325,000.00 325,000.00 0.00 100.00

700-033 Debt Service Series 2012 - CTB 75,000.00 75,000.00 0.00 100.00

720-007 Warrant Issue 2003- A G. O. Warrants 2,000,000.00 2,000,000.00 0.00 100.00

720-008 Warrant Issue 2003- B G. O. Warrants 315,225.00 315,225.00 0.00 100.00

720-012 Warrant Issue 2007-B G. O. Warrants 900,000.00 900,000.00 0.00 100.00

720-016 Warrant Issue 2010-A G O Warrants 7,075,000.00 7,075,000.00 0.00 100.00

Total Debt Service Principal $10,899,160.00 $10,899,160.00 $0.00 100.00

Debt Service Interest

700-002 Debt Service Interest $16,912.00 $16,911.42 $0.58 100.00

700-031 Debt Service Series 2012-RB Interest 208,977.00 206,269.73 2,707.27 98.70

700-034 Debt Service Series 2012-CTB Warrant Interest 37,735.00 37,734.38 0.62 100.00

721-007 Warrant Issue 2003-A G. O. Warrants 17,000.00 17,000.04 (0.04) 100.00

721-011 Warrant Issue 2006-C G. O. Warrants 1,153,539.00 1,153,538.45 0.55 100.00

721-012 Warrant Issue 2007-B G. O. Warrants 1,029,088.00 1,029,087.15 0.85 100.00

721-014 Warrant Issue 2010 Recovery Fund 457,836.00 660,317.95 (202,481.95) 144.23

721-016 Warrant Issue 2010-A GO Warrants 1,912,050.00 1,912,045.14 4.86 100.00

Total Debt Service Interest $4,833,137.00 $5,032,904.26 ($199,767.26) 104.13

Debt Service Fees

722-011 Warrant Issue 2006-C G. O. Warrants $2,100.00 $2,157.50 ($57.50) 102.74

722-012 Warrant Issue 2007-B G. O. Warrants 2,625.00 2,687.50 (62.50) 102.38

722-014 Warrant Issue 2010 Recovery Fund 1,050.00 1,075.00 (25.00) 102.38

722-016 Warrant Issue 2010-A GO Warrants 1,050.00 1,075.00 (25.00) 102.38

Total Debt Service Fees $6,825.00 $6,995.00 ($170.00) 102.49

Total Debt Service $15,739,122.00 $15,939,059.26 ($199,937.26) 101.27

TOTAL NON DEPARTMENTAL $65,118,934.00 $71,687,239.56 ($6,568,305.56) 110.09

GRAND TOTAL $398,149,418.45 $396,840,171.91 $1,309,246.54 99.67

DEPARTMENT





- 336 -

AMOUNT PERCENTFY 2013 FY 2014 INCREASE/ INCREASE/ACTUAL ACTUAL (DECREASE) (DECREASE)

CITY DEPARTMENTS

Auditorium 01:


Repairs & Maintenance 10,499.46 11,888.77 (1,389.31) 113.23

Supplies 26,232.30 18,029.12 8,203.18 68.73

Professional 6,062.67 4,010.01 2,052.66 66.14

Utilities 272,317.30 230,893.32 41,423.98 84.79

Rental Expenses 2,199.33 2,413.99 (214.66) 109.76

General & Administrative 5,291.08 13,296.73 (8,005.65) 251.30

Total $1,163,245.40 $1,174,598.04 ($11,352.64) 100.98

CrossPlex at Fair Park 02:



Supplies 126,749.82 34,029.52 92,720.30 26.85

Professional 119,992.46 52,837.14 67,155.32 44.03

Utilities 711,177.91 919,408.67 (208,230.76) 129.28

Rental Expenses 59,582.79 15,429.48 44,153.31 25.90


Total $2,767,489.13 $2,989,297.90 ($221,808.77) 108.01

City Clerk 07:


Supplies 4,542.10 5,001.01 (458.91) 110.10

Professional 611,086.79 684,133.85 (73,047.06) 111.95

Rental Expenses 9,837.95 276,855.83 (267,017.88) 2,814.16


Total $1,437,090.26 $1,864,073.48 ($426,983.22) 129.71

CITY OF BIRMINGHAM GENERAL FUNDCOMPARATIVE SCHEDULE OF EXPENDITURES AND ENCUMBRANCES

FOR THE YEARS ENDED JUNE 30, 2013 AND JUNE 30, 2014

DEPARTMENT



- 337 -


City Council 10:


Repairs & Maintenance 0.00 3,220.04 (3,220.04) 0.00

Supplies 21,760.51 34,416.69 (12,656.18) 158.16

Professional 340,092.02 694,717.14 (354,625.12) 204.27

Rental Expenses 7,049.33 8,156.34 (1,107.01) 115.70



Total $2,674,914.42 $3,222,791.05 ($547,876.63) 120.48

Community Development 13:


Supplies 2,926.81 0.00 2,926.81 0.00

Professional 404.09 310.83 93.26 76.92

General & Administrative 500.00 200.00 300.00 40.00

Total $562,343.31 $509,711.36 $52,631.95 90.64

Planning, Engineering and Permits 16:



Supplies 28,095.50 19,476.30 8,619.20 69.32

Professional 254,620.26 167,968.43 86,651.83 65.97

Utilities 658,066.20 649,368.19 8,698.01 98.68

Rental Expenses 37,178.19 38,348.08 (1,169.89) 103.15


Capital Outlay 583,549.35 0.00 583,549.35 0.00

Total $11,996,471.10 $11,850,362.56 $146,108.54 98.78



DEPARTMENT



- 338 -


Finance 19:



Supplies 94,001.34 65,612.43 28,388.91 69.80

Professional 1,090,226.13 1,360,624.31 (270,398.18) 124.80

Utilities 10,613.81 16,403.69 (5,789.88) 154.55

Rental Expenses 27,846.04 42,764.95 (14,918.91) 153.58


Capital Outlay 9,700.00 21,461.00 (11,761.00) 221.25

Total $9,587,563.52 $9,876,269.43 ($288,705.91) 103.01

Fire 22:



Supplies 729,289.98 649,319.49 79,970.49 89.03

Professional 141,572.54 145,172.40 (3,599.86) 102.54

Utilities 793,606.73 849,763.28 (56,156.55) 107.08

Rental Expenses 1,092,082.96 1,217,716.71 (125,633.75) 111.50


Capital Outlay 782,325.00 65,890.30 716,434.70 8.42

Total $54,709,112.26 $56,828,283.93 ($2,119,171.67) 103.87



DEPARTMENT



- 339 -


Law 28:


Repairs & Maintenance 228.95 1,448.12 (1,219.17) 632.50

Supplies 76,722.00 78,866.18 (2,144.18) 102.79

Professional 1,636,835.58 1,134,402.88 502,432.70 69.30

Rental Expenses 8,648.84 12,117.82 (3,468.98) 140.11


Total $6,823,685.01 $5,853,168.96 $970,516.05 85.78

Mayor's Office 31:



Supplies 117,215.85 90,467.62 26,748.23 77.18

Professional 335,604.75 374,968.41 (39,363.66) 111.73

Communications 158.54 301.50 (142.96) 190.17

Rental Expenses 135,837.48 133,215.86 2,621.62 98.07

General & Administrative 1,569,327.09 481,312.31 1,088,014.78 30.67


Capital Outlay 0.00 10,000.00 (10,000.00) 0.00

Total $8,610,226.75 $7,642,426.38 $967,800.37 88.76

Equipment Management 34:



Fleet Expenses 10,481,689.18 10,039,230.68 442,458.50 95.78

Supplies 21,550.84 15,909.12 5,641.72 73.82

Professional 11,571.28 9,648.00 1,923.28 83.38

Utilities 209,320.93 210,421.75 (1,100.82) 100.53

Rental Expenses 3,259.97 3,530.62 (270.65) 108.30


Capital Outlay 8,739.19 41,301.00 (32,561.81) 472.60

Total $16,246,410.36 $16,205,479.95 $40,930.41 99.75



DEPARTMENT



- 340 -


Information Management Services 37:



Supplies 131,306.91 7,449.51 123,857.40 5.67

Professional 76,593.86 371,945.30 (295,351.44) 485.61

Communications 2,949,658.35 3,646,230.02 (696,571.67) 123.62

Rental Expenses 677,103.29 745,472.11 (68,368.82) 110.10

General & Administrative 3,430.67 267,052.72 (263,622.05) 7,784.27

Utilities 0.00 6,260.07 (6,260.07) 0.00

Capital Outlay 117,144.23 11,748.74 105,395.49 10.03

Total $8,636,507.91 $10,104,096.79 ($1,467,588.88) 116.99

Human Resources 42:



Supplies 9,517.88 9,249.32 268.56 97.18

Professional 4,877,251.41 5,107,381.91 (230,130.50) 104.72

Utilities 880.68 896.10 (15.42) 101.75

Rental Expenses 4,188.72 4,222.99 (34.27) 100.82



Total $6,834,138.48 $7,149,394.96 ($315,256.48) 104.61



DEPARTMENT



- 341 -


Police 43:



Supplies 756,529.30 736,960.06 19,569.24 97.41

Professional 581,370.93 757,162.56 (175,791.63) 130.24

Utilities 947,057.30 997,787.14 (50,729.84) 105.36

Communications 170,445.00 121,845.00 48,600.00 71.49

Rental Expenses 562,787.84 587,571.77 (24,783.93) 104.40


Total $84,474,325.10 $90,982,975.54 ($6,508,650.44) 107.70

Municipal Court 46:



Supplies 43,723.06 35,110.77 8,612.29 80.30

Professional 371,909.22 160,794.28 211,114.94 43.23

Utilities 58,536.70 70,183.52 (11,646.82) 119.90

Rental Expenses 11,299.11 10,639.31 659.80 94.16


Total $4,502,973.82 $4,424,572.15 $78,401.67 98.26



DEPARTMENT



- 342 -


Public Works 49:


Repairs & Maintenance 2,132,998.40 2,903,402.69 (770,404.29) 136.12

Supplies 459,908.23 548,688.86 (88,780.63) 119.30

Professional 112,449.44 171,392.76 (58,943.32) 152.42

Utilities 1,287,075.94 1,168,439.49 118,636.45 90.78

Rental Expenses 81,692.33 198,570.74 (116,878.41) 243.07


Capital Outlay 0.00 1,521,269.85 (1,521,269.85) 0.00

Total $47,404,043.15 $53,125,795.51 ($5,721,752.36) 112.07

Traff ic Engineering 52:



Supplies 11,183.10 8,807.01 2,376.09 78.75

Professional 299,912.52 207,804.98 92,107.54 69.29

Utilities 5,205,700.73 6,279,729.32 (1,074,028.59) 120.63

Rental Expenses 4,778.13 3,990.41 787.72 83.51


Capital Outlay 33,175.00 12,497.50 20,677.50 37.67

Total $9,651,712.65 $10,901,488.15 ($1,249,775.50) 112.95

Total City Departments $278,082,252.63 $294,704,786.14 ($16,622,533.51) 105.98



DEPARTMENT



- 343 -


Arlington 74:



Supplies 37,764.78 37,151.70 613.08 98.38

Professional 23,281.28 24,787.45 (1,506.17) 106.47

Utilities 47,696.58 61,944.80 (14,248.22) 129.87

Communications 435.49 475.08 (39.59) 109.09


Total $494,008.26 $547,931.26 ($53,923.00) 110.92

Library 77:



Supplies 814,128.81 823,964.78 (9,835.97) 101.21

Professional 413,629.71 392,651.80 20,977.91 94.93

Utilities 909,958.14 831,455.50 78,502.64 91.37

Communications 161,510.95 162,858.54 (1,347.59) 100.83

Rental Expenses 96,511.56 96,219.61 291.95 99.70

General & Administrative 30,992.74 31,477.30 (484.56) 101.56

Contributions to Boards & Agencies 11,922.85 11,967.75 (44.90) 100.38

Total $14,307,051.87 $14,619,157.57 ($312,105.70) 102.18

INDEPENDENT BOARDS, COMMISSIONS & ASSOCIATIONS WITH EXTENSIVE BUDGETARY & ADMINISTRATIVE SUPPORT



DEPARTMENT



- 344 -


Museum of Art 80:



Supplies 14,830.91 6,566.35 8,264.56 44.27

Professional 15,391.04 2,259.58 13,131.46 14.68

Utilities 853,403.58 807,505.93 45,897.65 94.62


Total $3,164,014.11 $3,143,929.52 $20,084.59 99.37

Park and Recreation 83:



Supplies 114,948.13 123,763.98 (8,815.85) 107.67

Fleet Expenses 0.00 170.00 (170.00) 0.00

Professional 192,845.36 99,761.00 93,084.36 51.73

Utilities 3,124,427.54 3,132,898.31 (8,470.77) 100.27

Communications 3,249.40 0.00 3,249.40 0.00

Rental Expenses 25,335.95 18,215.87 7,120.08 71.90


Capital Outlay 13,900.00 0.00 13,900.00 0.00

Total $10,863,174.88 $11,022,215.36 ($159,040.48) 101.46

DEPARTMENT





- 345 -


Southern Museum of Flight 85:


Repairs & Maintenance 1,155.00 838.53 316.47 72.60

Supplies 3,577.36 1,570.94 2,006.42 43.91

Professional 110,689.19 110,381.83 307.36 99.72

Utilities 91,023.30 100,582.16 (9,558.86) 110.50

Rental Expenses 1,161.31 752.88 408.43 64.83


Total $700,343.44 $702,872.17 ($2,528.73) 100.36

Sloss Furnaces 88:



Supplies 12,917.93 4,767.35 8,150.58 36.90

Professional 1,107.82 1,206.69 (98.87) 108.92

Utilities 62,021.42 63,109.93 (1,088.51) 101.76

Rental Expenses 1,352.95 2,358.79 (1,005.84) 174.34


Total $476,576.50 $412,040.33 $64,536.17 86.46

$30,005,169.06 $30,448,146.21 ($442,977.15) 101.48

TOTAL NON DEPARTMENTAL $64,448,876.93 $71,687,239.56 ($7,238,362.63) 110.88

GRAND TOTAL $372,536,298.62 $396,840,171.91 ($24,303,873.29) 106.52

DEPARTMENT

TOTAL INDEPENDENT BOARDS, COMMISSIONS & ASSOCIATIONS WITH EXTENSIVE BUDGETARY & ADMINISTRATIVE SUPPORT



THE BU

DG

ET PRO

CESS

THE BUDGET PROCESS



- 347 -

APPENDIX B

THE BUDGET PROCESS



- 348 -

The Mayor-Council Act of 1955 (as amended) outlines the procedures to be followed in developing and adopting the annual operating and capital budgets for the City of Birmingham. The relevant sections of the Mayor-Council Act are enumerated here. It should be noted that legally adopted annual budgets are not required for special Revenue and Capital Projects funds. Budgets for these funds are approved by the City Council on an individual project basis. Formal budgetary integration is employed for the General fund as a management control device. Such integration is not deemed necessary for Debt Service Funds because effective budgetary control is alternatively achieved through the general obligation indenture provisions. A budget calendar for FY 2014 – 2015 is appended at the end of this section.

THE BUDGET PROCESS (SUMMARY)

1. The fiscal year for the City of Birmingham begins on July 1 and ends on June

30. 2. On or before May 20, the Mayor submits to the City Council a proposed

General Fund Operating Budget for the fiscal year commencing the following July 1. The General Fund Operating Budget includes proposed expenditures and sources of revenue.

3. A public hearing is conducted to obtain taxpayer comments. 4. Prior to July 1, this budget legally enacted through passage of an ordinance.

5. The Mayor is authorized to transfer budgeted amounts within departmental

appropriations within a fund. However, any revisions that alter the total expenditures for any fund or transfers funds between departments or between approved capital projects must be approved by the City Council.

6. Adopted budgets for the General Fund are consistent with generally accepted

accounting principles (GAAP) except that budgets and budgetary schedules included are prepared using encumbrance accounting under which purchase orders, contracts and other commitments for the expenditure of monies are recorded. At the end of the fiscal year, unencumbered appropriations of the General Fund automatically lapse. Appropriations for capital improvement projects do not lapse until the project has been completed or abandoned.

7. The adopted General Fund budget is allocated to each department or agency of

the City as provided in the Mayor-Council Act. Total expenditures may not exceed appropriations unless the City Council amends the budget due to increased revenues or through a reduction of fund balance. The City Council has the authority to amend the budget as needed throughout the year provided adequate funds are available at the time of the amendment.



- 349 -

THE BUDGET PROCESS (DETAIL)

ARTICLE V (MAYOR-COUNCIL ACT) Adopted by the Alabama legislature, September 9, 1955 Act No. 452

Sec. 5.01 Fiscal Year The fiscal year of the city government shall begin on the first day of July and shall end on the last day of June of each calendar year. Such fiscal year shall also constitute the budget and accounting year. Sec. 5.02 Submission of Budgets On a day to fixed by the council but no later than the 20th day of May in each year, the mayor shall submit to the council: a separate current revenue and expense budget for the general operation of the City government, to be known as the “general fund budget”; a capital budget; and a budget message. Sec. 5.03 Preparation of Budgets It shall be the duty of the head of each department, and each other office or agency supported in whole or in part by the city, to file with the director of finance, at such times as the mayor may prescribe, estimates of revenue and expenditure for that department, office or agency for the ensuing fiscal year. Such estimates shall be submitted on the forms furnished by the director of finance and it shall be the duty of the head of each such department, office or agency, to supply all the information which the director of finance may require to be submitted thereon. The director of finance shall assemble and complete these estimates and supply such additional information relating to the financial transactions of the city as may be required by the mayor in the preparation of the budgets. The mayor shall hold hearings as he may deem advisable and with the assistance of the director of finance shall review the estimates and other data pertinent to the preparation of the budgets and make revisions in estimates as he may deem proper, subject to the laws of the State of Alabama and any municipal ordinance relating to obligatory expenditures for any purpose. Sec. 5.04 Scope of General Fund Budget The general fund budget shall be prepared in accordance with accepted principles of municipal accounting and budgetary procedure and techniques, and shall show: (a) Such portion of the general fund cash surplus estimated to exist at the end of the

current fiscal year, and is proposed to meet expenditures in the general fund budget for the ensuing year;



- 350 -

(b) an estimate of the receipts from current ad valorem taxes on real estate and tangible property during the ensuing fiscal year;

(c) an estimate of receipts from all other sources of revenue. If additional revenue is to be

derived from the state, the amount fixed by the mayor shall not exceed the amount which the proper state official shall certify in writing to be the reasonable expectation of receipts from such source;

(d) a statement to be furnished by the director of finance of the debt service requirements

for the ensuing year.

(e) an estimate of the general fund cash deficit, if any, at the end of the current fiscal year any other obligations required by law to be budgeted for the ensuing fiscal year.

(f) an estimate of expenditures and appropriations for all other purposes to be met from

the general fund in the ensuing fiscal year. All the estimates shall be in detail showing receipts by sources and expenditures by operating units, character and object, so arranged to show receipts and expenditures as estimated for the current fiscal year and actual receipts and expenditures for the last preceding year, in comparison with estimated receipts and recommended expenditures for the ensuing fiscal year.

Sec. 5.05 A Balanced Budget In no event shall the expenditures recommended by the mayor in the general fund budget exceed the receipts estimated, taking into account the estimated cash surplus or deficit at the end of the current fiscal year. Unless the mayor shall recommend an increase in or levy of new or increased taxes or licenses within the power of the city to levy and collect in the ensuing fiscal year, the receipts from which, estimated on the basis of the average experience with the same or similar taxes during the three (3) full tax years last past, will make up the difference. Sec. 5.06 A Budget Message The budget message shall contain the recommendations of the mayor concerning the fiscal policy of the city, a description of the important features of the budget plan, an explanation of all salient changes in each budget submitted, as to estimated receipts and recommended expenditures as compared with the current fiscal year and the last preceding fiscal year, and a summary of the proposed budget. Sec. 5.07 Availability of Budgets for Inspection and Publication of the Budget Message The mayor shall cause the budget message to be printed, mimeographed or otherwise reproduced for general distribution at the time of its submission to the council. Sufficient



- 351 -

copies of the proposed general fund and capital budgets shall be supplied to each council member and each daily newspaper of general circulation published in the city. Two (2) copies are to be deposited in the office of the city clerk where they shall be open to public inspection during regular business hours. Sec. 5.08 Publication of Notice of Public Hearing At the meeting of the council at which the budget and budget message are submitted, the council shall determine the place and time of the public hearing on the budget, and shall cause to be published a notice of the place and time, not less than seven (7) days after the date of publication, at which the council will hold a public hearing. The council shall hold a public hearing on the budget as submitted, at which time any citizen of the city shall be given an opportunity to be heard, for or against the estimates or any item thereof. Sec 5.09 Action by the Council on the General Fund Budget After the public hearing the council may insert new items of expenditures or may increase, decrease or strike out items of expenditures in the general fund budgets, except that no item of expenditure for debt service or any other item required by this act or other provision of law shall be reduced or stricken out. The council shall not alter the estimates of receipts contained in said budgets except to correct omissions or mathematical errors and it shall not cause the total expenditures as recommended by the mayor to be increased without a public hearing on such increase, which shall be held not less than three (3) days after notice thereof by publication in a newspaper of general circulation published in the city. The council shall in no event adopt a general fund budget in which the total of expenditures exceeds the estimated receipts and available surplus, unless at the same time it adopts measures for providing additional revenue in the ensuing fiscal year, sufficient to make up the difference. Sec. 5.10 Adoption of General Fund Budget By the 20th day of June of the current fiscal year, the council by a majority vote, shall adopt the general fund budget, and such ordinances providing for additional revenues as may be necessary to put the budget in balance. If for any reason the council fails to adopt the general fund budget on or before such day, budget continuation is invoked (Section 5.21) Sec 5.11 Effective Date of Budget; Certification; Copies Made Available Upon final adoption, the budget shall be in effect for the budget year. A copy of the budget, as finally adopted, shall be certified by the mayor and city clerk and filed in the office of the director of finance. The budget so certified shall be printed, mimeographed or otherwise reproduced and sufficient copies thereof shall be made available for the use of all offices, departments and agencies for the use of citizens of the city who request a copy.



- 352 -

Sec. 5.13 Work Plan and Allotments Before the beginning of the fiscal year, the head of each department, office, and agency shall submit to the mayor a work program which shall show the requested allotments of the appropriations for such department, office or agency for the entire fiscal year by monthly or quarterly periods as the mayor may direct. The aggregate of such allotments shall not exceed the total appropriation available to each such department, office or agency for the fiscal year. An approved allotment may be revised during the fiscal year in the same manner as the original allotment was made. Sec. 5.14 Transfers of Appropriations The mayor may at any time authorize, at the request of any department, office or agency, the transfer of any unencumbered balance or portion thereof in any general fund appropriation from one classification of expenditure to another within the same department, office or agency. At the request of the mayor, the council may by resolution transfer any unencumbered balance or portion thereof in any general fund appropriation from one (1) department, office or agency to another. Sec. 5.15 Additional Appropriations Appropriations in addition to those contained in the original general fund budget ordinance, may be made by the council by not less than five (5) affirmative votes, but only on the recommendation of the mayor and only if the director of finance certifies in writing that there is available in the general fund a sum unencumbered and unappropriated sufficient to meet such appropriation. Sec 5.16 Emergency Appropriations At any time in any budget year, the council may make emergency appropriations to meet a pressing need for public expenditures for other than a regular or recurring requirement, to protect the public health, safety or welfare. Such appropriation may be made by the council, by not less than five (5) affirmative votes, but only on the recommendation of the mayor. The total of all emergency appropriations made in any budget year shall not exceed five (5) per centum of the total general fund operating appropriation made in the budget for that year. Sec 5.17 Appropriation to Lapse Any portion of an appropriation remaining unexpended and unencumbered at the close of the fiscal year shall lapse.



- 353 -

Sec 5.18 Capital Budget At the same time that he submits the general fund budget, the mayor shall submit to the council a capital improvement program covering all recommended capital improvement projects, for the ensuing fiscal year and for the four (4) fiscal years thereafter, with his recommendation as to the means of financing the improvements proposed for the ensuing fiscal year. The council shall have power to accept with or without amendments or reject the proposed program and proposed means of financing for the ensuing fiscal year; and may from time to time during the fiscal year amend by ordinance, by at least five (5) affirmative votes, the program previously adopted by it, or the means of financing the whole or any part thereof or both, provided that the amendment shall have been recommended by the mayor, and further, provided such additional funds are available in the general fund or any other fund of the city available therefore. The council shall adopt a capital budget prior to the beginning of the fiscal year in which the budget is to take effect. No appropriations for a capital improvement project contained in the capital budget shall lapse until the purpose for which the appropriation was made shall have been accomplished or abandoned, provided that any project shall be deemed to have been abandoned if three (3) fiscal years lapse without any expenditure from or encumbrance of the appropriation therefore. Any such lapsed appropriation shall be applied to the payment of any indebtedness incurred in financing the project concerned and if there be no such indebtedness shall be available for appropriation. Sec 5.19 Certification of Funds; Penalties for Violation No payment shall be made and no obligation incurred by or on behalf for the city except in accordance with an appropriation duly made and no payment shall be made from or obligation incurred against any allotment or appropriation unless the director of finance shall first certify that there is a sufficient unexpended and unencumbered balance in such allotment or appropriation to meet the same. Every payment made in violation of the provisions of this act shall be deemed illegal and every official who shall knowingly authorize or make such payment or knowingly take part therein and every person who shall knowingly receive such payment or any part thereof shall be jointly and severally liable to the city for the full amount so paid or received. Sec 5.20 Reserve Permanent Public Improvements The council may, by ordinance, establish a reserve fund for permanent public improvements and may appropriate thereto any portion of the general fund cash surplus not otherwise appropriated at the close of any fiscal year. Appropriations from the fund shall be made only to finance improvements included in the capital budget.



- 354 -

Sec 5.21 Budget Continuation Any official adopted budget in existence at the time that the council is first organized, shall continue in force and effect during the balance of the city’s then fiscal year, or until such time as the mayor may submit to the council and the council adopts, an amended, altered or revised budget for the balance of said fiscal year. Sec 5.22 Budget Summary At the head of the budget there shall appear a summary of the budget, which need not be itemized further than by principal sources of anticipated revenue, stating separately the amount to be raised by property tax, and kinds of expenditures itemized according to departments, doing so in a manner as to present to the taxpayers a simple and clear summary of the detailed estimates of the budget.


BUDGET CALENDAR


- 355 -

Budget Office Review of Revenue, Expenses and Positions

Tuesday, February 11, 2014 thru Wednesday, February 26, 2014

Mayor and Finance Director presents FY2015 Budget Calendar to City Council Mayor and Finance Director updates City Council on FY2014 Budget and the Budget Planning Preparation for FY2015 Distribute Operating and Capital Budget Request Packages and Instructions to departments and boards and agencies

Sunday, March 2, 2014 Sunday, March 2, 2014 Monday, March 3, 2014

Departmental Training

Monday, March 3, 2014 thru Thursday, March 6, 2014

Operating and Capital Budget request forms sent back to the Budget Office

Friday , March 14, 2014

Budget Office Review of Departmental Requests Friday, March 14, 2014 thru Friday, March 21, 2014

Turn-around documents sent to departments and copied for BRP Binders

Monday, March 31, 2014

Departmental Budget Hearings Wednesday, April 9, 2014 and Thursday, April 10, 2014

Budget Office prepares summaries of departmental requests

Friday, April 11, 2014 thru Monday, April 14, 2014

Mayor’s Budget Message Due Wednesday, April 30, 2014

Mayor presents Proposed Operating and Capital Budgets to the City Council

Tuesday, May 13, 2014

Notice of Public Hearing advertised

Thursday, May 15, 2014

Public Hearing before the City Council

Wednesday, May 21, 2014


BUDGET CALENDAR


- 356 -

City Council Workshops Adoption of Operating and Capital Budgets by City Council

Tuesday, May 27, 2014 and Thursday, May 29, 2014 Tuesday, June 10, 2014

Beginning of FY 2014-2015 Tuesday, July 1, 2014

INFO

RM

ATION

ON

BIRM

ING

HAM

INFORMATION ON BIRMINGHAM



- 357 -

APPENDIX C

INFORMATION ON BIRMINGHAM

This section contains statistics and points of interest about the City of Birmingham and the surrounding metropolitan area.



- 358 -

THE CITY OF BIRMINGHAM, ALABAMA

The City of Birmingham, Alabama, is a municipal corporation under the laws of the State of Alabama. Birmingham is the largest city in the state with a population currently estimated at 212,237 and a total area of approximately 163 square miles. As shown on the map below, Birmingham is located in Jefferson and Shelby counties in north central Alabama.



- 359 -

FACTS ABOUT BIRMINGHAM AND METROPOLITAN AREA

- Ranks 98th in population among the nation’s 285 largest cities.

- Represents 22 percent of Alabama’s population.

- Ranks 48th in population among the nation’s 366 metropolitan areas.

- Represents 22.6 percent of Alabama’s retail sales. AREA: 5,332 square miles—MSA (Metropolitan Statistical Area)—Jefferson, Bibb, St. Clair, Shelby, Walker, Chilton and Blount Counties. ALTITUDES: Average – 620 ft. Range – 538 ft. – 1,200 ft. LATITUDE: 33o 38’ N LONGITUDE 86o 50’ W CLIMATE: Average temperature – 61.8o

Average annual rainfall – 54.84” Average annual snowfall – 1.40” EDUCATION: Enrollment at Area Colleges and Universities: University of Alabama at Birmingham – 17,543 University of Montevallo – 3,045 Samford University – 4,715 Birmingham-Southern College – 1,542 Southeastern Bible College – 195 Miles College – 1,668 Jefferson State Community College – 9,688

Lawson State Community College – 4,863 Virginia College at Birmingham – 12,546 GOVERNMENT: Birmingham, the county seat, is one of 33 separately

incorporated municipalities in Jefferson County. The City has a mayor/council form of government with a general fund annual budget of approximately $390.2 million for fiscal year 2015.



- 360 -

METROPOLITAN POPULATION: 1,136,650

BIRMINGHAM POPULATION: 212,237 CULTURAL DENSITY (Birmingham): African-American: 73.4 percent White: 21.1 percent Other: 5.5 percent MEDIAN 2010 HOUSEHOLD EFFECTIVE BUYING INCOME (Birmingham): $31,827 2010 PER CAPITA PERSONAL INCOME (MSA): $19,775 LARGEST EMPLOYERS: University of Alabama at Birmingham

U.S. Government Alabama Power Company Compass Bank City of Birmingham Children’s Hospital Regions Bank AT&T Telecommunications, Inc. Birmingham Board of Education American Cast Iron Pipe Co. Inc.

LARGEST TAXPAYERS: Alabama Power Company University of Alabama at Birmingham

Wal-Mart American Cast Iron Pipe Company AT&T Telecommunications, Inc. U.S. Government Compass Bank Lowes, Inc. Chevron U.S.A. Inc. Motiva Enterprises LLC

BOND RATING: Standard & Poor’s: AA Moody’s: Aa2 Fitch: AA Kroll: AA



- 361 -

EMPLOYMENT BY INDUSTRY (NON-AGRICULTURAL) PERCENT OF JOBS BY SECTOR: Construction and Mining: 6.8 percent Manufacturing: 8.5 percent Trade, Transportation & Utilities: 21.6 percent Information: 2.9 percent Financial Activities: 8.2 percent Professional and Business Services: 12.6 percent

Educational and Health Services: 11.5 percent Leisure and Hospitality: 7.8 percent Other Services: 4.9 percent Government: 15.2 percent

RESTAURANTS: There are more than 500 restaurants in the

Birmingham area. This number includes full service restaurants, cafeterias, fast food outlets and hotel and motel establishments.

CHURCHES: The Birmingham metropolitan area has over 1,300

churches, and church membership is held by approximately 60 percent of the population.

POINTS OF INTEREST

Alabama Jazz Hall of Fame—Located in the historic Carver Theater for the Performing Arts, the museum honors great jazz artists with ties to the state of Alabama. While furnishing educational information, the museum is also a place for entertainment. Alabama Sports Hall of Fame—The Birmingham-Jefferson Civic Center Complex houses this museum which showcases Alabama’s rich heritage in athletics. CrossPlex at Fair Park—The CrossPlex at Fair Park is a $46 million project opened August 2011. It hosted the Alabama High School Athletic Association indoor track championship. Also, it hosted the Birmingham Collegiate Indoor opener with UAB, Birmingham-Southern College and Samford University competing. The world-class facility, in the early stages of its existence had 4-6 championship events where there were multiple records broken. Arlington Antebellum Home and Gardens—This Greek Revival style house built in the 1850’s is known as the official hospitality center for the City of Birmingham. Birmingham Botanical Gardens—Featuring waterfalls, statuary and flora from throughout the world, the Botanical Gardens is a popular place for weddings or for an afternoon stroll.



- 362 -

Birmingham Civil Rights Institute—A state-of-the-art facility housing exhibits that depict historical events from post World War I racial separation to present day racial progress. More than a museum, the Institute promotes on-going research and discourse on human rights issues through its archival and educational programs and services. Birmingham-Jefferson Civic Center--A massive sports, entertainment and convention /exhibition complex, the Civic Center is located in the heart of downtown Birmingham. Birmingham Museum of Art—One of the finest museums in the south and the largest municipal museum in the southeast, the Birmingham Museum of Art has permanent exhibits of 19th and 20th Century American paintings, the Kress Collection of Italian Renaissance Art and many pre-Columbian objects. Birmingham Race Course—A simulcast horse and dog racing facility, situated on 350 acres in the eastern area of Birmingham, is served by three interstates—I-59, I-459, and I-20. Birmingham Zoo—The Zoo exhibits a variety of animals, birds and reptiles in a series of attractive and educational displays. The Zoo now features the newly opened Trail of Africa exhibit. Cobb Lane—A quaint, rambling cluster of shops and restaurants in two historic connecting houses is located in the Five Points South section of the City. Finley Avenue Farmers Market—Produce from area farmers can be purchased in this open air market. Five Points South—Restaurants, bars and specialty shops surround this newly restored area on Birmingham’s South side that has emerged as a nucleus for dining, entertainment and shopping. Legion Field--The scene of several of the state’s major collegiate and high school football clashes, Legion Field seats approximately 72,000. Legion Field was also the site of the 1996 Summer Olympic Soccer trials. McWane Center—Children are welcomed to a hands-on museum which encourages them to feel and discover the wonders of science. Meyer Planetarium—The 900 seat planetarium features a simulated look at celestial bodies and other aspects of outer space. Located on the campus of Birmingham-Southern College, Meyer Planetarium offers a regular schedule of public showings. Oak Mountain State Park—Located 15 mile south of Birmingham, this is the largest of Alabama’s State Parks encompassing 9,940 acres of lush, green valley filled with pine ridges.



- 363 -

Regions Field—Opened on April 10, 2013 and is the new home of the Birmingham Barons minor league baseball team. The 2013 season proved to be one of the most memorable in the long and storied history of Birmingham baseball as the Barons celebrated their return to downtown with the franchise's 14th Championship. Regions Field is located in the Southside community just south of downtown Birmingham. Rickwood Field—Opened on August 18, 1910, Rickwood Field is the oldest baseball stadium in America. Rickwood served as home field for both the Birmingham Barons, now the AA farm club for the Chicago White Sox, and the Birmingham Black Barons of the old Negro American League. With help from the City of Birmingham and other contributors, the restored stadium now stands as a monument to baseball greats such as Ty Cobb and Willie Mays who played here. Ruffner Mountain Nature Center—Ruffner Mountain, the last undeveloped remnant of the Red Mountain Ridge, is the site of the Nature Center. Visitors are invited to hike along one of the many nature trails and to tour the Center which is open daily. Sloss Furnaces National Historical Landmark—Located on the eastern edge of the downtown business district, the Sloss Furnaces have been a dominant feature of Birmingham’s skyline for over a century. The only one of its kind in the world, the museum offers furnace tours (led by trained guides, many of whom are retired blast furnace workers) and media presentations which examine Birmingham’s industrial heritage. Southern Museum of Flight-East of downtown and north of the Birmingham International Airport this unique museum houses full-scale airplanes, memorabilia from World War II, a library of aviation and Delta Airlines first airplane. Vulcan-Vulcan Park has featured the largest cast iron sculpture in the world and has been one of the City’s largest tourist attractions. Visitors enjoy the formal gardens, beautiful water fountains and meticulously landscaped grounds with space for mountainside picnics, weddings and receptions. In 1997, Vulcan was named “Birmingham’s Must See Spot for Visitors” by a readers’ poll of the Birmingham News. The park closed in March, 1999 due to structural deterioration and re-opened to the public during the first quarter of 2004. Visitors are now able view the new and improved “Iron Man”. The Vulcan Foundation has formed a public/private partnership with the City of Birmingham and is currently overseeing the facility’s operations. The facility continues to lure visitors and residents of the city year round.



- 364 -


CLASSIFIC

ATION

AND

PAY PLAN

CLASSIFICATION AND PAY PLAN


FY 2014 - 2015 CLASSIFICATION AND PAY PLAN

APPENDIX D


-365 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10

General Clerical Series

00050 Admin Clerk 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

00066 Admin Assistant 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

00068 Admin Supv 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

00069 Admin Coordinator 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

Secretarial Series

00115 Legal Secretary 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

00117 Sr Legal Secretary 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

Court Clerical

00270 Magistrate 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

00271 Magistrate Supv 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

00273 Court Clerk 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

00274 Sr Court Clerk 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

00276 Court Coordinator 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

00285 Drug Court Coordinator 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

00289 Court Monitoring Specialist 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

00287 Court Referral Officer 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

Supervising Clerical

00321 Business Officer Supv 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

00349 Pension Coordinator 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

Fiscal Series

00453 Accounting Assistant I 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

00455 Accounting Assistant II 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

Communication Series

00642 Commu Operator I 11 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40

00650 PS Dispatcher I 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

00645 Commun Operator II 14 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60

00652 PS Dispatcher II 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

00654 PS Dispatcher III 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

00657 Call Center Mgr 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

Office & Duplicating

00753 Printer 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

00756 Sr Printer 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

00763 Bindery Worker 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

00787 Print Shop Supv 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

00790 Print Shop Mgr 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

Stores & Purch Series

00820 Records Analyst 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

00825 Records Mgmt Analyst 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

00827 Records Mgmt Mgr 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

00831 Auto Parts Clerk 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

00833 Sr Auto Parts Clerk 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

00835 Auto Parts Mgr 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

00853 Stores Clerk 12 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40

00854 Stores Procure Officer 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

00855 Sr Stores Clerk 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

CLASSIFICATION AND PAY PLANJOB CODE DESCRIPTION


-366 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10


00858 Mail Room & Stores Supv 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

00873 Buyer 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

00875 Senior Buyer 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

00880 Principal Buyer 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

00895 Inventory Mgr 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

00896 Assist Purchasing Agent 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

00898 Purchasing Agent 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

Acct & Fiscal Series

01003 Auditor 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

01005 Senior Auditor 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

01007 Principal Auditor 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

01015 Payroll Specialist 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

01017 Payroll Mgr 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

01020 Payroll & Pension Admin 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

01023 Accountant 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

01025 Sr Accountant 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

01026 Construction Accountant 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

01027 Pr Accountant 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

01028 Chief Accountant 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

01029 Cash And Invest Mgr 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

01031 Budget Analyst 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

01033 Business Officer 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

01037 Budget Officer 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

01040 Mgr Internl Audit 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

01047 Tax and License Admin 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

01054 Risk Mgmt Coordinator 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

Taxation Series

01133 Revenue Examiner 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

01135 Sr Revenue Examiner 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

General Admin Series

02001 Admin Intern 12 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40

02003 Sr Admin Intern 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

02015 Grants Mgmt Coordinator 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

02016 Sr Grants Mgmt Coord 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

02017 Grants Administrator 29 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60

02020 Contract Compliance Officer 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

02067 Admin Svcs Mgr 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

02083 Admin Analyst 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

02085 Sr Admin Analyst 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

02087 Pr Admin Analyst 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

02089 Chief Admin Analyst 31 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80

02090 Ed/Training Coordinator 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

02095 Public Relations Coor 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

Probation Series

02282 Parole & Probation Aide 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80


-367 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10


Parole & SW Series

02344 Parole Officer 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

02346 Sr Parole Officer 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

02347 Parole Probation Admin 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

02375 Fam Crisis Counselor II 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

02384 Social Worker 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

02386 Sr Social Worker 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

02389 Director Social Services 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

Legal Series

02440 Claims Administrator 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

02460 Paralegal 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

02482 Attorney 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

02484 Sr Attorney 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

02486 Prin Attorney 34 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00 105,580.80 110,822.40

Data Proc Series

02513 Computer Operator II 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

02514 Computer Operator III 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

02535 Data Entry Supv 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

02550 PC Network Tech 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

02551 Network Sys Adm I 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

02552 Network Sys Adm II 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

02553 Programmer 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

02555 Sr Programmer 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

02559 User Support Specialist 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

02563 Sys Prog Tech Suppport 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

02565 Sr Sys Prog Tech Support 31 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80

02566 Data Mgmt Specialist 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

02573 GIS Tech II 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

02578 GIS Dbase Admin 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

02579 GIS Mgr 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

02581 Data Base Designer 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

02583 Systems Analyst 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

02584 Sr Sys Analyst 31 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80

02585 Database Admininstrator 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

02586 Business Systems Analyst 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

02590 Mgr Sys Analyst 34 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00 105,580.80 110,822.40

02596 Data Processing Supv 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

02597 Techical Services Mgr 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

Statistical Series

02730 Statisticial Analyst 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

HR Series

02820 Ada Compliance Officer 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

02824 HRIS Mgr 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

02826 Benefits Admininistrator 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

02827 Business Process Mgr 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

02848 Qual Enh/Emp Dev Mgr 34 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00 105,580.80 110,822.40

02850 Personnel Tech 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

02873 A/Occ Hlth/Safety Admin 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

02878 Occup Hlth/Safe Admin 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60


-368 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10


Commun Serv Series

02923 Housing Rehab Specialist 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

02925 Sr Housing Rehab Specialist 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

02927 Pr Housng Rehab Specialist 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

02935 Housing Relocat Officer 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

02950 Housing Coordinator 29 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60

02963 Comm Resource Rep 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

02965 Sr Comm Resource Rep 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

02966 Comm Dev Special 29 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60

02967 Pr Comm Resoure Rep 29 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60

02988 Econ Dev Specialist 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

02991 Econ Dev Analyst 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

Planning Series

03033 Planning Tech 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

03034 Sr Planning Tech 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

03062 Urban Designer 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

03063 Sr. Urban Designer 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

03075 Architect 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

03078 Chief Architect 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

03084 Planner 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

03085 Project Planner 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

03086 Sr Planner 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

03087 Urban Design Admin 29 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60

03088 Chief Planner 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

03089 Pr Planner 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

03107 Civil Engineer 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

03108 Licensed Land Surveyor 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

03109 Sr Civil Engineer 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

03111 Chief Civil Engineer 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

03112 Flood Plain Administrator 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

Traffic Engineer Series

03322 Traffic Strp Mach Op-Bh 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

03325* Traffic Maint Worker 12 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80

03327 Traffic Sign/Mark Supv 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

03333 Traffic Planning Tech 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

03343* Traffic Count Tech 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60

03347 Traffic Signal Worker 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

03349 Traffic Signal Supv 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

03323 Traffic Strip Mach Crld 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

03334 Sr Traffic Planning Tech 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

03329 Traffic Maint Supv 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

03332 Traffic Maint Supt-Bh 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

03335 Traffic Analyst 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

03351* Traffic Control Tech 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

03352* Sr Traffic Control Tech 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

03355 Traffic Control Supt 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

03378 Chief Traffic Operator 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

03394 Traffic Sys Engineer 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

03395 Sr Traffic System Engineer 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60


-369 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10


Sub-Prof Civil Eng Series

03411 Engineer Aide 12 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40

03412 Sr Engineer Aide 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

03455 Sr Engineer Tech 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

03457 Pr Engineer Tech 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

03475 Chief Of Party 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

03485 Engineer Inspector 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

03486 Sr Engineer Inspector 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

03487 Pr Engineer Tech 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

03495 Public Works Control Admin 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

Draft Mapp Series

03525 Graphic Artist 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

03580 Drafter 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

03583 Engineer Drafter 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

03584 Sr Engineer Drafter 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

03595 Urban Design Drafter 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

Misc Engineer Series

03610 Electronics Tech 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

03613 Commun Tech 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

03615 Sr Commun Tech 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

03623 Telecommun Tech 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

03626 Sr Telecommun Tech 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

03673 Land Acquis Agent 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

03675 Sr Land Acquis Agent 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

03676 Chief Land Acquis Agent 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

03780 Storm Water Adm 33 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00 105,580.80

Recreation Series

04132* Lifeguard 7 19,219.20 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40

04133* Senior Lifeguard 9 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20

04134* Swim Pool Supv 12 18,324.80 19,219.20 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80

04136* Sr Swim Pool Supv 18 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80

04162 Recreation Leader 12 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20

04163 Sr Recreation Leader 15 17,368.00 18,324.80 19,219.20 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80

04164 Recreation Center Dir 18 19,219.20 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20

04165 Recreation Supv 23 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80

04166 Recreation Supt 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

04167 Athletic Prog Coord 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

04168 Rec/Aquatics Supv 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

04169 Exercise Physiologis 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

04173 Fitness Instructor 12 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40

04177 Fitness Ctr Dir 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

04179 Fitness Center Administrator 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

04199 Dir Parks & Rec 36 37.84 39.75 41.77 43.87 46.06 48.35 50.76 53.28 55.97 58.78


-370 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10


Museum Series

04319 Museum Tech 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

04321 Aircraft Mus Restoration Tech 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

04327 Exhibit Design/Prep 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

04346 Museum Coordinator 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

04350 Museum Educ Coord 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

04353 Museum Assistant 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

04356 Museum Conservator 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

04384 Museum Registrar 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

04385 A/Museum Curator 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

04387 Museum Curator 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

04389 Sr Museum Curator 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

04410* Event Set-Up Supv 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

04415 Event Mgr 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

04425 Stage Mgr 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

04458 Dir Boutwell Aud 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

Fire Protection Series

05020 Emer Med Svcs Coord 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

05026 Fire Apparatus Operator 18F 23,334.40 24,524.80 25,753.60 27,020.80 28,339.20 29,747.20 31,296.00 32,844.80 34,508.80 36,236.80

05031 Firefighter 17F 22,246.40 23,334.40 24,524.80 25,753.60 27,020.80 28,339.20 29,747.20 31,296.00 32,844.80 34,508.80

A5033 Fire Lieutenant 20 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

05033 Fire Lieutenant 20F 25,753.60 27,020.80 28,339.20 29,747.20 31,296.00 32,844.80 34,508.80 36,236.80 37,964.80 39,897.60

A5034 Fire Captain 24 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

05034 Fire Captain 24F 31,296.00 32,844.80 34,508.80 36,236.80 37,964.80 39,897.60 41,868.80 44,006.40 46,182.40 48,435.20

A5035 Fire Battalion Chief II 29 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

05035 Fire Battallion Chief II 29F 39,897.60 41,868.80 44,006.40 46,182.40 48,435.20 50,880.00 53,465.60 56,153.60 58,956.80 61,888.00

05044 Fire Prevention Inspector III 23 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

05046 Fire Protection Engineer 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

05050 Fire Prevention Inspector I 19 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

05051 Fire Prevention Inspector II 21 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

Bldg Insp Service Series

05224 Electrical Inspector 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

05228 Chief Electrical Inspector 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

05234 Elevator Inspector 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

05237 Chief Elevator Insp 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

05246 Plumbing/Gas/Mech In 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

05248 Chief Plumb/Gas/Mech 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

05254 Bldg Insp 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

05258 Chief Bldg Insp 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

05265 Plans Examiner 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

05266 Sr Plans Examiner 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

05270 Condemn/Demolit Insp 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

05273 Chief Condem/Demo Coor 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

05298 Bldg Insp Svcs Mgr 29 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60

Zoning Enforce Series

05354 Zoning Insp 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

05356 Zoning Supv 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

05359 Zoning Admin 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00


-371 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10


Misc Inspection Series

05414 Street Lighting Insp 11 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40

05454 San/Ordin Insp 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

05456 Sr San/Ordin Insp 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

05457 Environ Code Enf Sup 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

05459 Environ Code Enf Mgr 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

05474 Weights/Measure Insp 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

05476 Chief Weigts/Meas Insp 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

Police Series

06031 Police Officer 17 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

06033 Police Sergeant 20 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

06034 Police Lieutenant 24 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

06035 Police Captain 29 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

Law Enforce Supp Series

06411 Bailiff Court Security 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

06421 Parking Enforcement Officer 12 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40

06423 Sr Park Enforcement Officer 14 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60

06425 Parking Enforcement Supv 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

06443 Photograph Lab Specialist 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

06445 Photographic Lab Mgr 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

06451 Police Comm Rel Asst 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

06453 Police Comm Svc Worker 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

06454 Sr Pol Comm Svc Worker 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

06457 Property Control Clerk 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

06460 Bond Forfeit Invest 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

06467 Lat Fingerprint Examiner 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

06470 Lat Fingerprint Ex Supv 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

06471 Forensic Firearm Tech 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

06473 Forensic Scientist 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

06478 Forensic Serv Mgr 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

06490 Corrections Officer 16 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

06492 Corrections Supv 19 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

06494 Sr Corrections Supv 21 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

06495 Pr Corrections Supv 24 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

06497 Chief Jail Admin 29 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

06551 Security Officer 12 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40

06553 Sr Security Officer 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

06554 Dir Museum Security 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

06555 Chief of Security 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

Med & Public Hth Series

07067 Occupation Health Mgr 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

07073 LPN 13 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60

07075 Staff Nurse 21 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

07079 Charge Nurse 23 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

07191 Laboratory Assistant 5 18,324.80 19,219.20 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80

07304 Water Poll Control Tech 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

07654 Quality Improv Coordinator 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60


-372 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10


Public Works Maint Series

08003* Driver/Messenger 8 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80

08013* Landfill Oper Attendant 12 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80

08021* Herbicide Applicator 14 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40

08031* Truck Driver 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40

08032* Heavy Equip Operator 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

08033* Refuse Truck Driver 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60

08034* Construct Equip Operator 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

08035* Brush & Trash Supv 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60

08045 Street Paving Supv 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

08063* Skilled Laborer 12 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80

08064 Labor Supv 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

08065 Construct Supv 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

08067 Public Works Supv 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

08068 Sr Construction Supv 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

08072 Asst Landfill Supv 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

08073 Landfill Supv 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

08076 Landfill Mgr 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

08080 Solid Waste Admin 29 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60

08111* Shop Helper 12 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80

08123* Equip Svc Worker 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40

08125 Equip Svc Writer 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

08133* Meter Technician 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

08174* Locksmith 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

08175 Tire Shop Supv 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

08178 Mobile Equipment Mgr 34 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00 105,580.80 110,822.40

08180 Maint Mech Supv 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

08184* Maintenance Mechanic 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

Mechanic & Auto Series

08186 Fleet Operations Supt 27 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20

08191* Asst Auto Tech 14 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40

08193* Auto Tech 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

08195 Auto/Hvy Eqp Shop Supv 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

08197 Fire Equip Shop Supt 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

Parks Maint & Admin Series

08233* Plant Taxonomist 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

08250 Turfgrass Supv 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

08255* Stadium Maint Supv 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

08265* Arborist 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

08267* Sr Arborist 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

08269 Urban Forestry Supv 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

08271 Urban Forester 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

08279 Botanical Gardens Dir 26 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40

08281* Green House Worker 9 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20

08282* Gardener 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40

08283* Green House Gardener 14 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40

08284* Hort Spec Grower 20 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

08286 Hort Dist Supv 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

08287* Landscape Crewleader 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

08295 Hort Maint Supv 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80


-373 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10


Parks Maint & Admin Series

08297 Hort Oper Mgr 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

08298 Parks Maint Supt 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

WW Plant & Sewer Series

08353* WWTP Maint Worker 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

08354* Sr WWTP Maint Worker 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

Skilled Trades Series

08513* Mason 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

08533* Carpenter 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

08534* Cabinetmaker 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

08543* Plumber 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

08553* Hvac/Refrig Tech 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

08573* Painter 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80

08574* Sign Painter 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

08575* Painter Supv 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

08593* Electrician 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

08611 Guard 10 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80

08623 Bldg Custodian 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

08625 Sr Bldg Custodian 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

08633 Maint Repair Worker 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

08635 Sr Maint Repair Worker 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

08647 Bldg Maint Supt 21 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80

08648 Chief Bldg Maint 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

08652 Chief Const/Maint 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

08663* Equip/Struc Mech 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

08665 Bldg Equip Mt Supv 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60

08696 Facility Mgr 30 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60

Public Works Admin Series

08777 Const & Maint Supt 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

08797 Public Works Dist Supv 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

Diet & Food Serv Series

09031* Food Svc Assistant 5 18,324.80 19,219.20 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80

09035* Cook 10 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80

09040* Food Svc Specialist 14 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40

09055* Food Svcs Supv 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

09057 Sr Food Svcs Supv 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

09176 HouseKeeping Supv 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

09086 Concession Supv 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

Lib-Clericial And Fiscal Series

90004 Accounting Assistant II 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

90006 Lib-Admin Assistant I 10 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80

90007 Lib-Admin Asst II 13 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80

90008 Lib-Admin Assistant III 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20


-374 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10


Lib-Prof & Technical Series

90102 Library Assistant III 16 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20

90102F Library Assistant III-FRZ 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

90103 Library Assistant I 7 19,219.20 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20

90105 Library Assistant II 10 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80

90108 Records Analyst II 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

90111 Webmaster 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

90112 Graphic Artist 19 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80

90113 Librarian I 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

90115 Librarian II 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

90116 Personnel Analyst II 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

90117 Librarian III 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

90118 Business Mgr 25 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40

90123 PC Network Tech 22 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80

90124 Ed/Training Coordinator 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

90126 Network Sys Admin I 28 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00

Lib-Maint & Trades Series

90201 Driver/Messenger 8 20,196.80 21,195.20 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80

90203 Library Courier 11 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40

90211 Asst Bldg Supv 18 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00

90213 Bldg Supt 24 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80

90216 Mt Repair Worker 17 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80 46,051.20 48,339.20

90217 Sr Security Officer 15 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80 36,150.40 37,918.40 39,852.80 41,849.60 43,908.80

90218 Security Officer 10 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80

90218F Security Officer-FRZ 10 22,172.80 23,275.20 24,460.80 25,729.60 26,998.40 28,308.80 29,723.20 31,220.80 32,843.20 34,340.80

Lib-Misc Series

90301 IMS Administrator I 29 56,076.80 58,884.80 61,692.80 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60

Lib-Administrative Series

90403 Associate Dir 32 64,833.60 68,036.80 71,510.40 75,046.40 78,707.20 82,680.00 86,881.60 91,249.60 95,804.80 100,568.00

90405 Library Dir 37 39.75 41.77 43.87 46.06 48.35 50.76 53.28 55.97 58.78 61.69

Council & Staff Series

91000 Council Pres 300 17,173.10 38,184.85 59,196.80

91001 Council Member 301 14,996.80 69,992.00 119,392.00

91002 Council Admin 344 110,468.80 142,979.20 162,697.60

91007 Chief Admin Assistant 311 75,420.80 81,848.00 142,147.20

91008 Council Assistant 312 54,999.98 95,596.80 152,630.40








91018 Committee Assistant 322 46,737.60 62,982.40 109,720.00






-375 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10

























Food Program Series

91950 Site Supv 500 15,600.00 18,844.80 31,200.00

91951 Monitor 510 22,880.00 24,481.60 33,280.00

91952 Bookkeeper 520 26,312.00 33,113.60 35,880.00

91953 Asst Admin 530 34,216.00 34,216.00 37,966.24

91955 Office Aide 540 20,800.00 24,481.60 24,960.00

91956 Administrator 545 60,174.40 71,687.20 83,200.00

Unskilled Labor Series

92751 Building Service Worker 133 21,403.20 22,401.60 23,504.00 24,710.40 25,979.20

92753 Laborer 134 22,401.60 23,504.00 24,710.40 25,979.20 27,268.80

92755 Refuse Collector 136 24,710.40 25,979.20 27,268.80 28,620.80 30,035.20

Mayor & Staff Series

02670 Real Estate Manager 23 41,849.60 43,908.80 46,051.20 48,339.20 50,856.00 53,372.80 56,076.80 58,884.80 61,692.80 64,833.60


93103 Mayor Admin Assistant 203 60,923.20 156,852.80 222,185.60














-376 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10



















93148 Executive Admin Assistant 248 85,404.80 118,248.00 126,900.80



93152 Sr Admin Assistant 252 121,804.80 145,849.60 267,654.40


















93201 Chief Of Staff 201 133,610.05 204,505.60 305,011.20





93206 Chief Of Operations 231 143,757.74 182,312.00 289,848.00











-377 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10











93238 Mayor Executive Assistant 224 73,153.60 103,708.80 149,926.40

93521 Mayor 200 104,551.62 187,720.00 270,441.60

93706 E911 Administrator 745 74,900.80 139,616.26 204,331.92





Judicial-Appointed Series

97101 Presiding Judge 400 131,310.40 167,571.46 252,096.00

97201 Municipal Judge 401 119,891.20 136,510.40 157,414.40

97301 Special Judge 402 20,904.00 142,667.20 223,059.20

Executive Exempt Series

94004 Dir Economic Development 270 125,000.10 187,720.00 260,000.00

94306 Dep Police Chief 676 130,000.00 171,288.00 286,873.60

94307 Dep Police Chief 677 130,000.00 164,216.00 279,801.60

94623 Mun Court Admin 406 80,392.00 80,392.00 138,673.60

99105 Dir Comm Dev 625 102,661.10 116,168.00 177,348.08

99106 Dep Dir Housing Program 626 98,592.00 160,118.40 179,639.62

99110 Dir Public Works 900 117,873.60 166,920.00 254,737.60

99111 Dep Dir Public Works-Ops 901 87,817.60 179,961.60 287,123.20

99111B Dep Dir Public Works- 902 97,594.02 117,145.60 198,931.20

99111C Dep Dir Public Works-Adm 903 81,785.60 104,728.00 188,739.20

99111D Dep Dir Public Works-Hort 904 84,011.20 115,710.40 203,860.80

99111E Dep Dir Public Works-Fac 905 82,500.08 96,782.40 169,145.60

99111F Dep Dir Public Works-Ops 906 72,363.20 102,679.62 137,770.05

99112 Asst Traffic Engineer 695 115,960.00 173,950.40 311,625.60

99114 Dir Human Resources 670 130,603.20 158,828.80 228,113.60

99116 City Traffic Engineer 694 126,880.00 158,828.80 274,788.80

99117 City Attorney 665 209,999.92 218,400.00 249,600.00

99118 Asst City Attorney 666 115,315.20 158,828.80 239,732.90

99120 Dir of IMS 740 137,675.20 166,899.20 294,548.80

99121 Dir Of Finance 632 125,611.20 136,988.80 159,320.30

99122 Asst Dir Finance 633 110,531.20 138,020.90 157,226.37

99123 Asst Fire Chief 652 118,684.80 132,121.60 225,555.20

99124 Dep Fire Chief 651 102,544.00 156,520.00 275,204.80

99125 Fire Chief 650 120,702.40 139,588.80 242,132.80

99128 City Clerk 600 110,531.20 116,396.80 177,112.00

99129 Dep Dir of PEP 643 98,292.48 152,256.00 272,958.40

99131 Dir Plan/Engineer 640 150,758.40 166,933.10 193,973.10

99132 Dep Dir Plan/Eng Designer 642 108,901.10 152,256.00 187,678.40

99133 Dep Dir Engineer 641 108,430.40 142,611.46 179,632.96

99135 Asst Fire Chief 654 93,433.60 204,588.80 323,273.60


-378 -


--------- ---------- ---------- ---------- STEP RANGES ---------- ---------- ---------- ----------

GRADE 1 2 3 4 5 6 7 8 9 10


99136 Asst Fire Chief 655 118,684.80 184,392.00 331,094.40

99138 Dir Antebellum Home 430 58,281.60 106,828.80 197,204.80

99140 Dir Sloss Furnance 690 79,999.92 150,508.80 277,388.80

99141 Dep Dir IMS-Ops 742 97,926.40 150,280.00 248,227.20

99142 Dep Dir IMS-Sys 741 111,999.89 142,168.00 240,094.40

99143 Dep Dir IMS-Tele 743 97,947.20 204,588.80 322,462.40

99176 Dep Mobile Equipment Mgr 450 90,376.00 124,488.00 235,019.20

99195 Dep Police Chief 678 130,000.00 179,628.80 305,260.80

99195A Dep Police Chief 679 130,000.00 156,533.10 189,904.00

99197 Police Chief 675 132,683.20 179,545.60 305,177.60

99421 Dep Dir Human Resource 671 92,000.06 177,611.20 310,294.40

/ * / Pay Scale Starts in Step 2


-379 -

GLO

SSARY OF K

EY TERM

S

GLOSSARY OF KEY TERMS



- 381 -

APPENDIX E




- 382 -


Accrual: The recognition of revenue when earned or expenses when incurred regardless of when cash is received or disbursed Accrual Accounting: A basis of accounting in which revenues are recorded when they are earned and expenditures (or expenses) are recorded when they are incurred, regardless of when cash is actually received or spent. Ad Valorem Taxes: Taxes which are levied according to the value of the property. Allotment: The part of an appropriation that can be encumbered or expended during an allotment period. An allotment period is generally less than one fiscal year in length. Appropriation: A specific amount of money authorized by the city council to be spent for a particular purpose. In the General Fund an appropriation is only valid for one fiscal year. Assessed Value: The value set for property that serves as the basis for levying taxes. Balance Sheet: An itemized statement that lists the total assets and the total liabilities of a given business to portray its net worth at a given moment of time. The amounts shown on a balance sheet are generally the historic cost of items and not their current values. Balanced Budget: Represents the fiscal plan of operation of the City. To be balanced, the fiscal plan consists of an equal amount of proposed revenues and expenditures. Boards and Agencies: The various not for profit organizations that receive appropriations from the City of Birmingham for providing services to area citizens. Most of these boards and agencies are not under the administrative control of the City. Bond: A written promise to pay a specified sum of money at a stated date or dates along with any interest due. The most common types of bonds are general obligation and revenue bonds. Bonds are generally used to finance capital projects and require prior approval by the voters before they can be issued. Bond Anticipation Notes: A short-term debt instrument issued by a state or municipality to borrow against the proceeds of an upcoming bond issue. Budget: A fiscal plan of operation. The budget consists of proposed expenditures and proposed revenues together with specific authorizations and restrictions as appropriate. It also includes not only the proposed fiscal plan but the current and prior fiscal period history. The budget quantifies executive and legislative objectives and provides a quantitative means of measurement of performance. As a guideline for operations, the budget changes over time in response to changes in conditions. Finally, the budget embodies public policy and provides insights into how that policy will be implemented.



- 383 -

Budget Calendar: The schedule of dates followed in planning, preparing, and adopting the budget. Budget Transfer: The procedure used to modify an appropriation. The mayor can authorize transfers between categories of appropriations in the same fund within a department. A transfer between funds or between departments requires authorization from the city council. Capital Budget: The plan of proposed capital outlays and the means of financing them for the current accounting period. Capital Expenditure/Projects: Includes projects that are of a large size and scope. Capital projects generally are fixed in nature, are long of life, and provide new or improved public services. Examples of capital projects are street improvements, storm and sanitary sewer improvements, and public buildings and equipment. Capital Improvement Program: The plan for capital improvement projects to be undertaken, continued or completed over a fixed number of fiscal years, along with the resources for financing those projects. Each year's Capital Budget will be made up from the annual projects listed in the City's Five Year Capital Improvement Program. Capital Outlay: Expenditures for acquiring or adding to fixed assets. Examples of capital outlays include equipment, tools, vehicles, furniture, and building improvements. Capitalized Lease Obligations: A lease obligation that has to be capitalized on the balance sheet. It is characterized by: it is non-cancelable; the life of lease is less than the life of the asset(s) being leased; and, the lessor does not pay for the upkeep, maintenance, or servicing costs of the asset(s) during the lease period. Cash Management: The process of determining how much cash will be needed to pay the expenditures of a given period and investing any temporary cash balances in order to obtain the highest return possible. Citizen's Advisory Board: A city-wide representation of the Citizen Participation Program. The Citizen's Advisory Board is made up of the presidents of the twenty two Community Advisory Committees. Citizen Participation Program: The system of neighborhoods and communities designed to improve communication, understanding and cooperation between Birmingham citizen's and city officials. Classified Status: A civil service position that is subject to rules set forth by the Jefferson County Personnel Board. Community: A geographic area made up of two or more adjoining neighborhoods. There



- 384 -

are twenty two officially designated communities in the City of Birmingham. The presidents, vice presidents and secretaries of the Neighborhood Associations within a community form groups referred to as Community Advisory Committees. Community Development Block Grant (CDBG): A primary source of federal funds. CDBG funds are used for neighborhood revitalization, economic development and public services. Contractual Services: Services rendered to the City by private firms, individuals or other government agencies. Contributed Capital: Capital received from investors for stock, equal to capital stock plus paid-in capital, NOT that capital received from earnings or donations. Also called contributed capital. Current Assets: Those assets of a company that are reasonably expected to be realized in cash, or sold, or consumed during the normal operating cycle of the business (usually one year). Such assets include cash, accounts receivable and money due usually within one year, short-term investments, US government bonds, inventories, and prepaid expenses. Current Liabilities: Liabilities to be paid within one year of the balance sheet date. Debt Service: The cost of paying principal and interest on borrowed funds. Defeasing: The setting aside by a borrower of cash or bonds sufficient to service the borrower’s debt. Both the borrower’s debt and the offsetting cash or bonds are removed from the balance sheet. Department: The basic administrative unit of city government. Departments are organized according to the service they provide. Encumbrance: The legal commitment of appropriated funds to purchase an item or service. Enterprise Fund: A type of fund used to account for operations that are financed and operated in a manner similar to private business enterprises, where charges for services cover the cost of providing the service. Estimated Revenue: The amount of revenue budgeted to be collected or accrued during the fiscal year. Expenditure: A decrease in net financial resources for the purpose of obtaining goods or services, retiring debt or settling losses. Under the modified accrual basis of accounting used by the City of Birmingham, expenditures are recorded at the time the goods are delivered or the services are rendered even though the actual cash payment may not have been made.



- 385 -

Fiduciary Fund: A type of fund in which the government acts as a trustee or agent on behalf of another party. An example is pension funds. Fiscal Year: The twelve month period to which the budgets apply. July 1 through June 30 is designated as the fiscal year for the City of Birmingham. Fringe Benefits: Employee compensation that is in addition to wages or salaries. Fringe benefits provided by the City include life insurance, retirement pension, medical insurance and longevity payments. Full Faith and Credit: Security for indebtedness based upon the taxing authority of a government. Function: A group of related programs or activities. The four functional areas of city government are: General Government, Public Safety, Public Service and Culture and Recreation. Fund: A financial entity with a self-balancing set of accounts, created for the purpose of carrying out specific activities. For example, the General Fund records all the revenue and expenditures related to the ordinary operations of city government. Fund Balance: The difference between fund assets and fund liabilities and reserves. Fund Equity: Net total assets of each City fund. Generally Accepted Accounting Principles (GAAP): The rules and practices which define the standards for recording financial transactions. In accounting for government, generally accepted accounting principles are set out in pronouncements by the Governmental Accounting Standards Board (GASB). General Fund: The fund used to account for both general government activities and those activities not required to be accounted for in another fund. General Obligation Bonds: Bonds issued to finance public projects such as street improvements and facilities construction. This type of bond is backed by the full faith and credit of the issuing government. Goals: General aims of the organization, departments, and divisions (based on vision). Governmental Fund: These funds are used to finance the majority of governmental functions. Specifically, the acquisition, usage, and balances of the City’s expendable financial resources as well as other related current liabilities are accounted for through governmental funds. The measurement focus is upon determination of changes in financial position rather than upon net income determination. The following are governmental funds



- 386 -

utilized by the City: General Fund, Special Revenue funds, Capital Projects funds, and Debt Service Funds. Grants: Contributions by other governments or organizations to be used for specific programs. Hope VI: This program was developed as a national action plan to eradicate severely distressed public housing. The program targets revitalization in the areas of physical and management improvements and social and community services. Indenture: Agreement between lender and borrower that details specific terms of the bond issuance. Specifies legal obligations of bond issuer and rights of bondholders. An indenture spells out the specific terms of a bond, as well as the rights and responsibilities of both the issuer of the security and the holder. Independent Boards, Commissions and Associations: Organizational units that receive budgetary and administrative support from the City. They differ from departments in that they are overseen by a board of directors. Infrastructure: Public domain fixed assets such as roads, bridges, curbs and gutters, streets and sidewalks, drainage systems, lighting systems and similar assets that are immovable and the responsibility of the governmental unit. Interfund Transfers: Amounts transferred from one fund to another within the same governmental unit. Intergovernmental Revenue: Revenue received from another governmental unit. Intergovernmental revenues include grants, cost reimbursements and payments in lieu of tax. Major Fund: The city’s main operating fund, the general fund is always reported as major. Other funds would be classified as major if the following two conditions are met: 1. Total assets, liabilities, revenues or expenditures/expenses of the individual governmental or enterprise fund are at least 10 percent of the corresponding total of all funds of that category; AND 2. Total assets, liabilities, revenues or expenditures/expenses of the individual governmental or enterprise fund are at least 5% of the total for all governmental and enterprise funds combined. In fiscal year 2014, the City of Birmingham reported as major funds the General Fund, the Birmingham Fund, the Debt Reserve Fund and Debt Service Funds, the 2010B Recovery Zone Warrant Fund, the 2013-A Bonds Funds, the Public Improvement Fund, and the Capital Improvement Fund. The other City Funds are reported aggregately as non-major funds. Mayor-Council Act: The amendment to the State of Alabama code that is the basis of Birmingham city government. This act, approved on September 9, 1955, specified that the City would be governed by a mayor who would be elected at large and nine council members



- 387 -

elected by districts. Mill: A tenth of a penny. This term is usually used in property tax assessment. Modified Accrual Basis: A system of accounting recommended for use in governmental funds wherein fund revenues are recorded when they are both measurable and available; and expenditures (with a few exceptions) are recorded when the liability is incurred. Neighborhood: The City of Birmingham has ninety-nine officially designated neighborhoods which are the basic building blocks of the City's Citizen Participation Program. Neighborhood associations can apply for assistance from the Community Development Block Grant and Revenue Sharing funds to pay for approved projects to benefit their neighborhood. Non-departmental Expenses: Those expenditures incurred by the City which cannot be allocated to a particular responsibility center. An example of a non-departmental expense is debt service payments. Notes: A negotiable instrument wherein the maker agrees to pay a specific sum at a definite time. Object Code: A four character code used by the City to identify the type of expenditure. Objective: Something that will be accomplished within a designated time frame. Objectives differ from performance goals in that they are time bound and measurable. Operating Budget: The legally adopted spending and financing plan for normal government operations within a single fiscal year. Ordinance: A legislative act of the city council to adopt laws, statutes and regulations for the city. Paratransit: Public or group transportation, as by automobile, van, or minibus, organized to offer services to individuals who, because of a disability (physical, cognitive or visual) cannot access an accessible fixed route bus. Performance Goal: A broad statement of the intended accomplishments of a governmental entity or department. Goals are long range plans. Permanent Standing: A position which is required for a period of more than six months during a given year is generally classified as permanent. Personnel Services: The total expenditures and appropriations related to the cost of employee services. Personnel Services include salaries and wages, overtime and fringe benefit costs.



- 388 -

Property Tax: A tax levied on the assessed value of real property, i.e., ad valorem tax. Proprietary Fund: A type of fund which emulates the private sector and focuses on the measurement of net income. This fund type presents actual financial position and results of operations, such as actual assets, liabilities, fund equity balances, revenues and expenses. Requisition: A written request from a department to the Purchasing Office for specific goods or services. A requisition precedes the authorization of a purchase order. Responsibility Center: The smallest unit to which departmental costs can be allocated. An example of a responsibility center would be the Mounted Patrol unit of the Tactical Division of the Police Department. Retained Earnings: The balance, either debit or credit, of appropriated or unappropriated earnings of an entity that are retained in the business. Revenue: Additions to the financial resources of a governmental fund. Examples of revenue are taxes, fees from services, fines and interest income. Revenue Anticipation Notes: Security issued in anticipation of future revenue which will be used for repayment. Revenue Bonds: A type of municipal bond where principal and interest are secured by revenues such as charges or rents paid by users of the facility built with the proceeds of the bond issue. Projects financed by revenue bonds include highways, airports, and not-for-profit health care and other facilities. Revenue Warrants: Tax increment financing district warrants in which ad valorem taxes are collected to fund the debt service. Special Revenue Fund: A type of fund used to account for the proceeds of a specific revenue source (other than special assessments or major capital projects) that are legally restricted to expenditures for specified purposes. An example is revenue from the Community Development Block Grant. Tax Increment Financing: A method of providing money to pay for infrastructure related to development in a designated district. The money comes from the increase in property tax above the redevelopment level and can be used for a predetermined time period or pledged to repay a bond issue. Surplus: Any excess amount, but in finance it is the remainder of a fund appropriated for a particular purpose. Tax Anticipation Notes: Securities issued in anticipation of future tax collections.



- 389 -

Temporary Standing: Any position which is not permanent and is likely to be required for less than six months during a given year. Unclassified Status: A position that is not subject to rules set forth by the Jefferson County Personnel Board. Unencumbered Balance: The amount of an appropriation that is neither expended nor encumbered. Voucher: A document indicating that a transaction has occurred. It usually contains the accounts related to the transaction. Warrant: A type of debt issue authorized by vote of the city council. Warrants differ from bonds in that the issuance of warrants does not require prior approval by voters.



- 390 -

COMMONLY USED ACRONYMS

ACES: Alabama Cooperative Extension Service. ACJIS: Alabama Criminal Justice Information System. ACOE: Army Corps of Engineering. ADA: Americans with Disabilities Act. AFIS: Automated Fingerprint Identification System. ALDOT: Alabama Department of Transportation. APOSTC: Alabama Peace Officers Standards and Training Commission. BACC: Birmingham Arts and Cultural Commission. BHC: Birmingham Historical Commission. BJCC: Birmingham-Jefferson Convention Complex. BMA: Birmingham Museum of Art. BMADTC: Birmingham Municipal Adult Drug Treatment Court. BPL: Birmingham Public Library CAD: Computer Aided Dispatch. CAFR: Comprehensive Annual Financial Reporting. CALEA: Commission on Accreditation for Law Enforcement Agencies. CCTV: Closed Circuit Television. CDBG: Community Development Block Grant. CHDO: Community Housing Development Organizations. CIMS: Cash and Investment Management System. COB: City of Birmingham. CRS: Community Rating System.



- 391 -

CRT: Crime Reduction Team. DOT: Department of Transportation. DSAG: Development Service Advisory Group. EOC: Equal Opportunity Commission. ESG: Emergency Shelter Grant. ESPN: Entertainment and Sports Programming Network. FATS: Firearms Training Simulator. FEMA: Federal Emergency Management Agency. GAAP: Generally Accepted Accounting Principles. GASB: Government Accounting Standards Board. GFOA: Government Finance Officers Association. GIS: Geographical Information System. GREAT: Gang Resistance Education and Training. HOPWA: Housing Opportunities for Persons with AIDS. HPRP: Homeless Prevention and Rapid Re-Housing. HUD: U.S. Department of Housing and Urban Development. IAD: Internal Affairs Division IAD: Internal Affairs Division IAAF: International Association of Athletics Federations IBIS: Integrated Ballistics Identification System. ICO: Integrity Control Officer. ITS: Intelligent Transportation Systems. LED: Light Emitting Diode.



- 392 -

LETS: Law Enforcement and Traffic Safety Division. MDT: Mobile Digital Terminal. NAICS: North American Industry Classification System. NCAA: National Collegiate Athletic Association NFHS: National Federation of State High School Associations PAT: Police Athletic Team. PIO: Public Information Officer. PPMS: Payroll and Personnel Management System. Project ICE: Isolate the Criminal Element. SIC: Standard Industrial Classification. RCTA: Regional Counterdrug Training Academy. UBEV: Unlawful Breaking and Entering of Vehicle. UDAG: Urban Development Action Grant Repayment Program. ULTRA: Uniform License and Tax Revenue Accounting System. ZAC: Zoning Advisory Committee. ZBA: Zoning Board of Adjustment.



- 393 -
